Purpose In line with the general purpose mentioned, this paper aims to determine the impact of the Islamic work ethic (IWE) on job satisfaction and organizational commitment among the employees of Bank Maskan by examining the mediating role of intrinsic motivation. Design/methodology/approach Analysis of data obtained from 220 questionnaires related to research variables with AMOS software shows a positive and significant relationship between IWE and job satisfaction and organizational commitment with the mediating role of intrinsic motivation. Findings The findings revealed a direct effect of IWE on job satisfaction, but there was no direct significant relationship between this variable and organizational commitment. Also, intrinsic motivation plays a partial and completely mediatory role in the relationship between IWE and job satisfaction and between IWE and organizational commitment. Research limitations/implications The impact of participation in strategic planning on managers’ creation of budgetary slack: The mediating role of autonomous motivation and affective organizational commitment. Originality/value As the nature of bank employees’ work is such that it confronts them with numerous ethical choices, the adherence to ethical standards, particularly IWE, can greatly affect their enthusiasm and, as a result, their satisfaction and organizational commitment.

PurposeThe crucial importance of innovation leadership for high-technology small and medium-size enterprises (SMEs) has been suggested in the literature. However, few studies empirically examined the impact of leadership style on innovation work behavior (IWB) of employees in the context of SMEs. Furthermore, the authors’ knowledge is limited about how leaders of high-technology SMEs influence the IWB of their employees. This study aims to explore the effect of entrepreneurial leadership on IWB of employees and introduces creativity self-efficacy and support for innovation as the mechanisms through which the leaders encourage their employees' IWB in information and computer technology (ICT) SMEs in Iran.Design/methodology/approachThe sample was selected from the high-technology ICT SMEs using the simple random sampling method. A sample of 175 CEOs and owner-managers of the businesses participated in this research. The authors used validated questionnaires to test the hypothesized relationships between entrepreneurial leadership, IWB, creativity self-efficacy and support for innovation.FindingsThe study findings show that entrepreneurial leadership has a significant and positive impact on IWB of employees in ICT SMEs. Furthermore, the findings reveal that creativity self-efficacy and support for innovation mediate the relationship between entrepreneurial leadership and IWB. The implications of the results and suggestions for developing IWB among the employees of high-technology SMEs are suggested.Originality/valueThe study makes important contributions to both entrepreneurial leadership and innovation behavior literature and theory development specifically in high-technology SMEs in the transitioning economy of Iran. The findings also contribute to the existing empirical studies on how entrepreneurial leadership affects IWB of employees by examining the mediating role of creativity self-efficacy and support for innovation and in the settings of ICT high-technology SMEs.

Purpose -The main purpose of this study is to evaluate the relationship between transformational leadership and internal marketing which is underscored by the centrality of human resources in satisfying employee's needs and how internal marketing, as a moderator and mediator, can facilitate the effects of transformational leadership on social capital and employee loyalty.Design/methodology/approach -This study develops a model and a number of propositions, based on preceding literature on transformational leadership and internal marketing on social capital and employee loyalty Findings -The model proposes that transformational leadership can play a vital role in codification of human resources variables such as internal marketing, which is founded upon the principle of paying greater attention to employees. Moreover, despite the research gap on the relationship between social capital and employee loyalty, it can be concluded that social capital can increase the level of employee loyalty to organization. Research limitations/implications -The proposed model has a number of academic and managerial contributions. This study contributes the knowledge by examining the relationship between transformational leadership and internal marketing. Managerially, this study helps managers to emphasize the centrality of human resources in satisfying employees and increase their loyalty towards the company. In addition, guarantees management effectiveness and organizational success in reaching their intended goals.Originality/value -Despite the growing acknowledgment the importance of transformational leadership as a process in which leaders and followers upgrade each other's level of ethic and motivation. However, there are few studies on the role and importance of transformational leadership on developing and reinforcing the internal marketing.

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