The red and green signals for industrial salesforce: testing an integrated framework

Purpose A highly competitive business environment needs a creative strategy for long-term survival and a competitive advantage in an uncertain market environment. This objective induces organizations to adopt innovative workplace behavior for better performance. Accordingly, this study aims to examine the impact of spirit at work (SAW), perceived identifiability and shared responsibility on innovative work behavior (IWB) and task performance. Design/methodology/approach The data was collected from 72 business-to-business (B2B) sales teams consisting of 561 employees working in Pakistan's B2B industries. The data was then analyzed using PROCESS macro to test the research hypotheses. Findings The results have shown a surprising and inconsistent finding where shared responsibility has a relatively more substantial and positive influence on IWB and task performance than perceived identifiability and SAW. Research limitations/implications The shared responsibility dimension of "social loafing theory" always negatively influences work-related outcomes, but this study refutes this claim. Therefore, researchers should explore social loafing theory in cultures with a higher collectivism score on the Hofstede cultural model. Practical implications This study motivates the sales manager to reassess the shared responsibility concept, as it may play a synergetic role in boosting innovation in selling approaches. Originality/value As per the researchers' best knowledge, research on social loafing theory has never been conducted in a selling context, specifically in a collectivistic society

“A healthy outside starts from the inside”: A matter of sustainable consumption behavior in Italy and Pakistan

The aim of this research is to determine people's motives when purchasing organic food and how these motives are moderated by price sensitivity and ethical concerns in a cross-cultural setting. A highly structured questionnaire was used to collect the data from 673 Italian and 594 Pakistani consumers, using the convenience sampling technique. Based on the etic research approach, the measurement invariance tests were performed, and data were analyzed using structural equation modeling. The results indicate that environmental concerns and health-consciousness are significant predictors of subjective norms and purchase attitudes among Italian consumers. Food safety concern proved the strongest predictor of purchase attitude and perceived behavioral control among Pakistani consumers. The results also confirm the moderating role of ethical concerns and price sensitivity in buying organic food in both cultures. In terms of originality, this study fills significant gaps in the literature, particularly regarding the roles of attitude, behavioral control, and subjective norms in consumer buying motives and purchasing intentions in cross-cultural studies but more importantly, the results validate that consumer concerns across the globe are related to the Sustainability Development Goals and the U.N. 2030 agenda, which aptly provides a blue print for the development and developmental goals and concerns across nations

Ethical leadership, work engagement, employees??? well-being, and performance: a cross-cultural comparison

Unethical behaviours, such as blaming subordinates for their shortcomings, taking credit of others' work, favouritism, and excessive publicising of ethical leadership failures are prominent among the leaders of the organisation. Although research has been conducted on ethical culture, particularly on the causes and effects of ethical-decision, few studies emphasised on the topics outside the business ethics research, such as employee well-being. Therefore, this study focused on the mediating effects of organisational ethical culture on the relationship between ethical leadership, work engagement, employees' well-being, and performance. The data collection process involved the distribution of highly structured questionnaires to 697 employees working in Italian and Pakistani hospitality industry. This was followed by the analysis of cultural differences through measurement invariance tests and mediation techniques. As a result, it was found that ethical leadership and ethical culture have positive impact on employee wellbeing, work engagement and financial performance where ethical culture has relatively stronger influence on financial performance. The results also revealed that ethical leadership had a relatively stronger impact on the well-being of the Italian employees compared to Pakistani employees. However, the association between ethical leadership and work engagement was stronger among Pakistani employees. The study implications, limitations, and future research directions were presented hereunder