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To address this question, this study aims to drew from resource-based view to examine the mediating role organisational innovation in the relationship between change-oriented leadership and organisational performance.

Given that the unit of analysis is an organisation, 219 principal officers, including Presidents/Rectors, Vice Presidents/Vice-Rectors, Registrars and Deans, were invited to complete the survey on behalf of their universities.

Results of the partial least squares structural equation modelling confirmed the positive relationship between change-oriented leadership and university performance. The results provide evidence that organisational innovation directly facilitates university performance. As expected, the relationship between change-oriented leadership and university performance was found to be mediated by organisational innovation.

Overall, this study successfully modelled organisational innovation as an underlying mechanism behind the change-oriented leadership – university performance relationship, thereby by testing resource-based theory in Saudi Arabian context. From a practical perspective, results suggest that to improve their performance is imperative for executive leaders in Saudi universities to focus on several specific work design strategies, obtaining feedback about their change-oriented leadership style from followers.

Whilst there has been a considerable amount of research emphasising the importance of change-oriented leadership, there has been little research linking this fundamental aspect of leadership to organisational performance. Yet an understanding of the possible mechanisms behind this linkage has not received attention.

The purpose of this paper is to investigate the relationship between corporate entrepreneurship (CE), organizational culture (OC) and business performance (BP). Additionally, the study has attempted to address the moderating influence of OC on CE–BP relationship.

Data were collected from middle managers of Big Five banks of Pakistan. A two-step approach to structural equation modeling was used. Using confirmatory factor analysis, the measurement model fit was determined. The significance of the theoretical relationship was assessed using structural model.

The results have supported the hypothesized direct and moderated relationship.

The present study extends the body of knowledge in testing the resource-based view of the firm theory and contingency theory through providing empirical evidence on the hypothesized relationships. Additionally, the study has contributed in the existing theory through evaluating the moderating of OC by using interaction effect in partial least squares structural equation modeling (PLS-SEM).

Drawing on social learning and self-efficacy theories, the purpose of this paper is to examine links among perceived workgroup norms, self-regulatory efficacy, and deviant workplace behaviours.

Faculty members from universities located in the northwest geopolitical zone of Nigeria participated. Partial least squares path modelling tested moderation of self-regulatory efficacy on the relationship between perceived workgroup norms and deviant workplace behaviours.

Findings suggest a positive relationship between perceived descriptive norms and deviant workplace behaviours. A hypothesised effect of perceived injunctive norms on deviant workplace behaviours was not supported. Results also suggest interaction terms representing perceived descriptive norms and self-regulatory efficacy are significant. Similar results regarding moderation of self-regulatory efficacy on the relationship between perceived injunctive norms and deviant workplace behaviours were found. Findings support the view that self-regulatory efficacy overrides predispositions individuals hold to engage in deviant workplace behaviours.

A cross-sectional design did not allow causal inferences, and self-report data associate with common method variance and social-desirability bias.

Individual factors should be considered during selection in Nigerian universities. Moderation of self-regulatory efficacy suggests self-regulation minimises individual engagement in deviant acts. Thus, human resources managers in Nigerian universities should consider self-regulatory efficacy as a selection criterion when hiring academicians. This can be achieved by conducting personality inventory tests to screen those whose values are incompatible.

Although extant research on organisational socialisation demonstrates mix findings regarding the link between perceived workgroup norms and deviant work behaviours, this study tests whether self-regulatory efficacy addresses these inconsistencies.