Purpose In recent times, progression of technology and growing demands of customers have substantially influenced the services sector to introduce fast real-time mechanisms for providing up-to-mark services. To meet these requirements, organizations are going to change their end-user operating systems but success rate of change is very low. The purpose of this paper is to address one of the practitioners’ complaint “no one tells us how to do it” and uncovers the indirect effects of knowledge management (KM) strategies: personalization and codification, toward organizational change via organizational learning and change readiness. The current study also highlights how organizational learning and change readiness are helpful to reduce the detrimental effects of organizational change cynicism toward success of a change process. Design/methodology/approach Temporal research design is used to get the appropriate responses from the targeted population in two stages such as pre-change (Time-1) and post-change (Time-2). In cumulative, 206 responses have been obtained from the banking sector of Pakistan. Findings The results of the current study are very promising as it has been stated that KM strategies have an indirect effect on successful organizational change through organizational learning and change readiness. Moreover, change cynicism has a weakening effect on a change process and can be managed through effective learning orientation of employees and developing readiness for change in organizations. Research limitations/implications Change agents have to use an optimal mix of personalization and codification strategies to develop learning environment and readiness for change in organizations that are beneficial for implementing a change successfully. Moreover, change readiness and organizational learning in the context of change are equally beneficial to reduce organizational change cynicism as well. Originality/value This study is introducing a unique model to initiate a change with the help of KM strategies, organizational learning and readiness for change.

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Multinational enterprises exist because they hold certain competitive advantages over their local counterparts
and affect local economies through their spillover effects. Research streams exploring the raison d’ etre and
consequences of MNEs are quite distant and remote. This paper analyzes and integrates these two streams of
literature, i.e. the competitive advantages that MNEs hold and their spillover effects in developing countries. The
paper proposes a relationship and predicts the nature of spillover effects on the basis of competitive advantages
of MNEs. This paper can guide the policymakers of developing countries to differentiate between the FDI that is
good for their countries and FDI that weakens the already fragile economies of developing countries. The paper
also opens a new avenue for the researchers by pointing towards a potential connection between MNEs’
competitive advantages and their spillover effects for the local economies. The relationship between FDI and
competitive advantages of MNEs has rarely been researched previously and thus this paper contributes
significantly to the existing literature.

The purpose of this qualitative study is to explore the perceptions and understanding of teachers about ‘HRM practices both in public and private universities of Pakistan. Further, to explore how teachers associate the fairness of HR practices and other organizational factors, to the individual and organizational outcomes/performance. To this end, semi structured interviews were conducted to explore the perceptions of teachers about HR practices and performance. The findings of the interviews indicate that the existence of fairness of HR practices not only makes teachers work better (Teacher’s performance) but also generate a feeling of obligation to contribute towards organizational objectives (Exchange relationship). It is also evident from the interviewees’ account that among other organizational factors, organizational support is also one of the most critical factors which develops a feeling of commitment and satisfaction with the organization. However, in this context, the role of HR managers is very important not only in developing such HR systems that give employees a sense of organizational support but to implement those systems, practically giving them the signal of organizational justice. This study is unique as it is an attempt to integrate the perspective of teachers in HRM and performance literature which is a highly under-researched group in developing countries like Pakistan. This study can also help HR practitioners and educational policy makers in designing holistic and employee friendly policies if they want to be competitive and successful. The paper is concluded by discussing the limitations and implications of the study and future directions.

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