Studies mutually disagree on which stakeholders matter to the managers. Based on a finer differentiation of salience attributes—power, legitimacy, urgency, and proximity—this study finds that stakeholders that possess four attributes' types—that is, structural legitimacy, utilitarian power, organized proximity, and criticality—are considered salient by managers of microfinance organizations. Collaboration with salient stakeholders is considered indispensable by microfinance managers.
This study aims to revisit an influential model in management literature-i.e., Michael Porter's five forces model. It is used to determine the attractiveness of an industry through-buyers power, competitive rivalry, threat of new entrants, suppliers power and substitution goods. Notwithstanding the acclaim that this model has won, it is now facing mounting criticism due primarily to its limited applicability in ever changing global context. This study critically analyzes the literature available on the subject to bring into limelight the weaknesses of this model. We propose an integrated, comprehensive and updated model that captures effects of all forces including a new force-i.e., non-governmental organizations. We suggest that NGO activism interacts with each force to either ameliorate or reduce its effect on the competitive rivalry of the firms.Strategists, consultants and managers are recommended-based on this updated model-to include NGO activism in their assessment of industry's attractiveness.
This study aims to investigate the impact of ethical leadership on job performance, organizational citizenship behavior and turnover Intention. Importantly, it examines the moderating role of Islamic work ethics. In this survey research participants were 350 employees randomly selected from telecom sector. Results indicate that ethical leadership is associated with increase in Job Performance Organizational citizenship behavior and decrease in employee's turnover intention. Moreover, the results show that Islamic work ethics moderate the relationship between ethical leadership and job performance. This study was limited to the telecom sector of Pakistan. A predictive model on ethical leadership & Islamic work ethics could be built involving multiple sectors and geographical areas to gain higher generalizability. Our research suggests that telecom sector should develop and institute high ethics human resource practices that involve ethical recruitment and selection, training and compensation activities. These findings will contribute to the growing literature on Islamic work ethics and ethical leadership.
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