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PurposeThis empirical study aims to explore the linkage among authentic leadership traits and job performance via the mediating role of high-performance human resource practices (HPHRPs) in a developing country context. Social exchange theory and trait theory are widely employed in many disciplines but seldom applied to job performance among Pakistan Telecommunication Company Limited (PTCL) employees.Design/methodology/approachThe sample of the study is PTCL's employees. A cross-sectional design was employed and data was collected from 377 employees via questionnaire. This is an exploratory study; therefore, partial least square–structural equation modeling (PLS-SEM) was employed to answer the research questions.FindingsThe findings of this study revealed that relational transparency, directly and indirectly, influenced job performance with the partial mediating role of selective staffing and extensive training. Furthermore, balance processing, directly and indirectly, influenced job performance with the partial mediating role of incentive reward, while self-awareness, internalized moral perspective, employment security and result-oriented appraisal were insignificant influences on job performance.Practical implicationsThe results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries.Originality/valueThis study found and reported authentic leadership traits and HPHR as the main sources of job performance in PTCL. This study empirically examined the influence of authentic leadership traits on job performance with the mediating role of a bundle of HPHRPs in a developing context.

This study explores the mediating role of innovation in the relationship between the dimensions of organizational culture and organizational performance. The study used questionnaire data taken from 250 managers of banks in Pakistan. Structural equation modeling was used to test hypotheses. The results indicate that while the dimensions of organizational culture and innovation have a clear and positive influence on organizational performance, organizational culture and mission have an insignificant relationship with organizational performance in the presence of innovation. These results give organizations valuable insights to compete against environmental changes by effectively implementing innovations, especially in Pakistan's banking sector. The findings illustrate that mechanisms to boost an organization's innovative culture can enable the implementation of innovation, that in turn, can contribute to superior organizational performance. In extant literature, organizational culture has been examined as one of the factors that influences organizational performance. However, there is a lack of empirical studies on the relationship between organizational culture and organizational performance. Besides, as a factor of organizational performance, several investigators have considered innovation, but few have studied organizational innovation as being affected by organizational culture. This study explores the link between organizational culture, organizational performance and the role of innovation in this relationship.

This study aims to develop and test a theoretical model that empirically examines how green organizational culture affects organizational performance. Additionally, investigated and statistically explored the study model's and their mediating role of environmental performance and green innovation, which had previously received little attention. For the sample size of 170 respondents, a quantitative approach was used. In addition, convenient random sampling was utilized to get data from the respondents. Data was gathered from a field survey utilizing a closed-ended questionnaire from Malaysia's industrial and service organizations from Malacca, Johor, Selangor, and Kedah states. The structural equation modelling approach was used to achieve the research purpose. Green organizational culture was a significant predictor of green performance in this research. Furthermore, the findings reveal that environmental performance and green innovation fully mediate the relationship between green organizational culture and organizational performance. However, this study has several limitations that lead to future research directions. The study's most significant drawback is that the data is collected merely from Malaysian industries, making generalization difficult. In addition, the cross-sectional data adds further restrictions to it. Nevertheless, by addressing organizational performance, which has not been empirically examined, this research adds to the current literature on green organizational culture, environmental performance, and green innovation. Furthermore, this research also presents a novel theoretical explanation for the relationships by understanding the mediating role of environmental performance and green innovation.

This research aims to examine the relationship between corporate social responsibility (CSR), firm environmental performance (FEP), and firm financial performance (FFP), as well as how green technology innovation performs a mediating role in this relationship. The manufacturing firms listed on the Shenzhen Stock Exchanges were selected as the representative sample for the study, and data were gathered from 470 managers and directors of manufacturing firms using a simple random sampling technique. The response rate was 87%. For hypothesis testing, PLS-SEM was used. In addition, green technology innovation is a positive and significant mediator between corporate social responsibility and firm financial and environmental performance. This research provides useful implications for manufacturing firms’ managers, directors, and policymakers to improve corporate social responsibility (CSR) and green technology innovation in measuring the firm’s financial and environmental performance. The results also have several practical implications that may benefit the management of firms. They urge all of the organization’s stakeholders to consider investing in organizational social behavior and green innovation to enhance the manufacturing firms’ overall performance.