Search results

The MENA region is very rich in terms of natural resources. At the same time, the MENA region has also been a victim of terrorism during the last few years. This study is an attempt to investigate whether there is any relationship between natural resources and terrorism in the MENA region.

We have focused on 15 resource-rich countries located in the MENA region for the period 2002–2019. We have applied appropriate econometric techniques and have also controlled for other dominant determinants of terrorism while studying the relationship between these two variables.

The results provide solid evidence in favor of the hypothesis that natural resources encourage terrorism. We find that natural resources have positively impacted terrorism. Besides, the natural resources, other factors such as per capita GDP, trade openness, political stability, domestic investment and government expenditures have negatively impacted terrorism. Moreover, the findings suggest that FDI and corruption are irrelevant in explaining terrorism while the findings regarding employment level and terrorism are unexpected. The obtained results are robust to alternative estimating methodologies.

The results have serious policy implications for the MENA region. The MENA region in general is suggested to devise appropriate policies regarding their huge natural resources so as to tackle the terrorism problem effectively. Similarly, paying favorable attention to trade liberalization, political stability, government expenditures, investment, rising income of the population in the presence of macroeconomic stability in the form of lower inflation would also help the MENA region to eradicate the problem of terrorism.

The available literature has largely ignored the role of natural resources in explaining the problem of terrorism. Therefore, this study has provided relatively new evidence regarding the determinants of terrorism.

Improving the quality of life of the masses is the prime objective of all policymakers of both developed and developing countries. However, the determinants of improved quality of life are not well explored in the empirical literature. This study has, therefore, tried to identify the determinants of quality of life by focusing on military expenditures.

Panel data from 1990 to 2017 are collected from internationally reliable sources for the Association of Southeast Asian Nation (ASEAN hereafter) member countries, and suitable econometric techniques are employed to estimate the designed models.

The results show that military expenditures have affected the quality of life of the ASEAN member countries both negatively and significantly. Similarly, the inflation rate has also negatively affected the quality of life. In terms of magnitude, the negative impact of the inflation rate on quality of life has exceeded than the impact of military expenditures. On the other hand, trade openness, per capita income, urbanization and government expenditures have played a positive and significant role in improving the quality of life in the ASEAN region. Moreover, it is found that the positive impact of per capita income on quality of life is highest among other determinants.

This study provided comprehensive evidence about the relationship between military expenditures and quality of life in the ASEAN context. Consequently, the ASEAN member economies will benefit a lot from the results of this study.

The purpose of this study is to ascertain the role of servant leadership in promoting employees’ engagement in learning activities. Additionally, the study is intended to explicate the mediating role of employees’ promotion focus relating servant leadership to employees’ engagement in learning activities.

Data was collected from 401 manager–subordinate dyads employed in the Pakistani software industry located in Karachi in two phases which were conducted two months apart. The data analysis was done through hierarchical regression.

The study found that servant leadership was related to promotion focus and employees’ learning engagement. The study also found promotion focus was related to employees’ learning engagement. Finally, the results revealed promotion focus mediates the relationship between servant leadership and employees’ learning engagement.

The study unearthed the previously unexplored role of servant leadership in affecting employees’ engagement in learning activities. Additionally, the study explicated how servant leadership affects employees’ promotion focus to motivate employees’ learning engagement.

This study aims to unfurl the mediating role of facets of voice behavior. The study also unearths the relationship between servant leadership and voice behavior.

The data were collected from follower manager dyads in two waves of data collection initiated after the completion of the preceding wave. The final sample size obtained was 312.

The study found servant leadership to be related to innovative work behavior and facets of voice behavior. The study also found promotive voice behavior and preventive voice behavior to be related to the innovative work behavior of employees. The study found promotive voice behavior and prohibitive voice behavior work as parallel mediators linking servant leadership to the innovative work behavior of employees.

To the best of the authors’ knowledge, this study is the first to unearth mediation linking servant leadership to innovative work behavior through both facets of voice behavior.

The purpose of this study is to understand how servant leadership affects employees’ community citizenship behavior by transforming their servant identity. Additionally, the study explicated whether the relationship between servant leadership and employees’ servant identity is contingent on leader–follower value congruence.

For this study data was collected from 468 employees working in the service industry in three waves which were undertaken with a lag of one month. The collected data was analyzed through structural equation modeling.

The results revealed that servant leadership is related to employees’ servant identity. The findings also substantiated the relationship between employees’ servant identity and their community citizenship behavior. The mediating role of servant identity linking servant leadership to employees’ community citizenship behavior was confirmed. Finally, leader–follower value congruence was found to moderate the relationship between servant leadership and employees’ servant identity.

The study is the first to ascertain the mediating role of servant identity linking servant leadership to employees’ community citizenship behavior. It is also the first study to ascertain that the effect of servant leadership on employees’ servant identity is contingent upon leader–follower value congruence.

The purpose of the study is to ascertain the mediating role of meaning between servant leadership and work engagement. The study also explores the relationship between servant leadership and work engagement.

The data were collected from 704 service sector employees working in Pakistan through survey design. The data analysis was done through structural equation modeling using PLS-Smart and hierarchical regression using SPSS.

The results revealed that servant leadership was related to meaning and work engagement. Moreover, meaning was found to be related to work engagement. Finally, meaning was found to mediate the relationship between servant leadership and work engagement.

The research has ascertained the previously unexplored mediating role of meaning between servant leadership and work engagement.

This paper intends to ascertain whether servant leadership can trigger servant colleagueship among subordinates. Additionally, the study is set out to divulge the mediating role of self-transcendence relating servant leadership to servant colleagueship.

Data were collected from the respondents in three waves that were two months apart. In the first wave, employees rated their managers' servant leadership behavior. In the second wave, employees rated their self-transcendence, and finally, they rated their colleague-directed servant behavior. The final sample size for the study was 209 employees employed in the service sector. Structural equational modeling through Smart-PLS and hierarchical regression through SPSS were used for data analysis.

The study found servant leadership to be related to self-transcendence and employees' enacted servant colleagueship. Additionally, the study found self-transcendence to mediate the relationship between servant leadership and servant colleagueship.

The study has established the previously unexplored mediating role of self-transcendence linking servant leadership to servant colleagueship. The study is also the first to empirically test the relationship between self-transcendence and servant colleagueship.

This study aims to ascertain the role of servant leadership in inducing flow at work. The study, along with confirming the relation between flow at work and innovative work behavior (IWB), intends to explore the mediating role flow at work plays in relating servant leadership to IWB.

The data collection was conducted through an interviewee-administered questionnaire in three waves that were four weeks apart. The data were collected from 267 respondents. To run the measurement model and structural model, Smart-PLS was used, and Statistical Product and Service Solutions (SPSS) was used to summarize the demographic information and conduct hierarchal regression.

Servant leadership is related to flow at work. Additionally, flow at work is related to IWB. Finally, flow at work mediates the relationship between servant leadership and IWB.

The study found servant leadership is related to flow at work. Moreover, the study unearthed the relation between flow at work and IWB. Finally, the study unveiled that flow at work acts as a mediator between servant leadership and IWB.

Based on social exchange and social learning theories, this study explicates the mediating role of individual-level human capital, structural capital and relational capital in linking servant leadership with the innovative work behavior (IWB) of employees.

Data were collected from 256 manager–employee dyads from the IT sector of Pakistan in three phases through a survey conducted two months apart.

Results showed that two dimensions of individual-level intellectual capital, namely, individual-level human capital and individual-level relational capital, mediated the relationship between servant leadership and IWB, whereas individual-level structural capital did not mediate the relationship between the two variables.

This study confirms the relationship between servant leadership and IWB and tests the mediating role of the three facets of individual-level intellectual capital in linking servant leadership with the IWB of employees.

The purpose of this study was to explicate how leaders’ knowledge hiding results in employees’ knowledge hiding. In addition, the study was intended to explore under what conditions leaders’ knowledge hiding affects employees’ moral disengagement more deleteriously.

Data were collected from 321 employees at three different times which were two months apart from each other. Structural equation modeling was used for data analysis.

The study found leaders’ knowledge hiding to be related to employee moral disengagement. In addition, the study found moral disengagement to affect employees’ knowledge-hiding behavior. Moral disengagement was found to mediate the relationship between leaders’ knowledge hiding and employees’ knowledge hiding. Finally, the study found that employees with high moral identity show more perseverance to preserve their moral engagement when led by knowledge-hiding leaders.

To the best of the authors’ knowledge, the study was first to establish a relationship between a leader’s knowledge hiding and employees’ moral disengagement. The study also established the mediating role of moral disengagement to work as a mediating mechanism linking leaders’ knowledge hiding to employees’ knowledge hiding. Finally, the study found that moral identity moderates the relationship between leaders’ knowledge hiding and employees’ moral disengagement.