Drawing on stakeholder theory and contingency theory, this study examines the effects of Corporate Social Responsibility (CSR) on corporate reputation and financial performance of Pakistani firms with a moderating role of responsible leadership. Perceptual data on CSR, reputation, and performance were collected from 224 seniorlevel Pakistani managers through a questionnaire survey. Structural equation modeling was used to analyze the data. The results reveal that socially responsible initiatives for disparate stakeholders significantly and positively influence corporate reputation and financial performance. Moreover, CSR-reputation and CSRperformance direct relationships were found to be negatively moderated by responsible leadership. It suggests that when socially responsible firms have leaders with strong stakeholder values, they practice excessive CSR that hurts performance. K E Y W O R D S contingency theory, corporate reputation, corporate social responsibility, financial performance, Pakistan, responsible leadership, stakeholder theory

A great number of studies have been conducted to examine the direct impact of corporate social responsibility on firm's financial performance, but this direct relationship seems to be spurious and imprecise. Therefore, the main purpose of this study is to investigate the intervening role of corporate image and customer satisfaction on the relationship between corporate social responsibility and financial performance. Data is collected from 229 companies listed on Pakistan stock exchange using simple random sampling technique. Structural equation modelling has been used for the measurement model and for hypotheses testing. Results indicate that corporate image and customer satisfaction partially mediate the association between corporate social responsibility and financial performance. The study concludes that corporate social responsibility significantly affects the firm's financial performance by developing a positive image among the stakeholders and decreasing overall costs. This study will help management of organizations to realize the importance of corporate social responsibility.

Purpose Organizational politics has been a topic of conceptual and empirical interest for researchers and practitioners for many years. The purpose of this paper is to examine the relationship between organizational politics and employee work outcomes in educational institutions. In addition, this paper also aims to assess the moderating role of social capital. Design/methodology/approach Employee perceptions about organizational politics and its impact on their work outcomes have been assessed empirically with a sample of 270 full-time employees in higher education institutions of Pakistan. The data have been collected from faculty members of five universities of Pakistan using survey method. SPSS and AMOS have been used to analyze the data and SEM has been used to test the hypotheses. Findings The results indicate a moderating effect of social capital on the relationship between perceived organizational politics and employee outcomes, and the most significant employee outcomes are job stress, job satisfaction and turnover intentions. The findings of the study support the view that organizational politics has negative association with employee job stress and turnover intentions. Research limitations/implications Higher education sector in Pakistan is facing certain challenges, which affect talent retention. The findings of this study will help the administration of higher education institutions to develop effective strategies to cope with the challenges of organizational politics, such as motivation, satisfaction and retention of their employees. Originality/value The study adds to the literature on organizational politics by highlighting and validating its adverse effects on employee work outcomes in the context of Pakistani higher education.

Past research proposes that corporate social responsibility (CSR) affects employees' behaviors and attitude. However, the empirical evidence of this claim is limited particularly in the context of eastern developing economies like Pakistan. So, the study in hand is an effort to extend the existing CSR literature by investigating the impact of CSR on employee performance using the lens of social identity theory. Additionally, the study also investigates the intervening role of employee engagement (EE) in the above-mentioned association. To test the proposed model, data were collected from employees of the manufacturing sector in two waves with an interval of 4 weeks. The findings suggest that CSR has a significant impact on employees' performance and engagement. Findings also confirm that EE partially mediates the association of CSR and employee performance. The study concludes with its theoretical and practical implications and directions for future researchers.

PurposeDrawing on stakeholder theory and contingency theory, this study empirically investigates the relationship between responsible leadership (RL) and each dimension of triple-bottom-line (TBL) performance. Moreover, we tested the mediating effect of corporate reputation (CR) and innovation between RL and TBL performance.Design/methodology/approachPerceptual data were collected from 227 senior-level Pakistani managers using a questionnaire survey. Structural equation modeling (SEM) was used to test the direct and mediating effect hypotheses.FindingsThe results revealed that RL significantly and positively affects each dimension of TBL performance. Further, innovation mediated the relationship between RL and each dimension of TBL performance. However, CR did not mediate the relationship between RL and environmental performance.Originality/valueThis is maiden study to empirically investigate the effect of RL on meso-level outcome. Further, this study would be among the few ones to use TBL as a measure of corporate performance. Moreover, it will be the first study to test the mediating role of CR and innovation in the above-mentioned relationship and will also validate contingency theory.