Perceived corporate social responsibility and pro-environmental behaviour: Insights from business schools of Peshawar, Pakistan

Corporate Social Responsibility (CSR) and environmental sustainability have become urgent concerns for contemporary businesses. This study focuses on the interplay between corporate social responsibility perceptions and pro-environmental behaviour (PEB) in response to experts’ call for research on the micro-foundations of corporate social responsibility. In addition, it reveals the mechanism underpinning how perceived CSR shapes pro-environmental behaviour in an understudied developing context. Empirically, a qualitative multiple-case research design is utilised by selecting three business schools from Peshawar, Pakistan. Fourteen semi-structured interviews were conducted with senior management and faculty to collect data. Besides primary data, a qualitative documentary review is used to enhance the research. Data analysis is done through the thematic network technique. Plantation, cleanliness, waste reduction, and energy conservation are the environmental aspects of CSR as regarded by employees. In addition, perceived CSR shapes pro-environmental behaviour via environmental knowledge and awareness, eco-civic sense, environmental values, personality traits, religious perspective, and perceived organisational support for the environment. This study provides original additions to the CSR literature by suggesting eco-civic sensibility and religious perspective as new CSR drivers for pro-environmental conduct. Incorporating stakeholder salience into the context of the present study also advances CSR research. The findings are also valuable for management to make the CSR agenda of business schools more strategic, comprehensive, and centred on the priorities of salient stakeholders

University’s shared vision for research and teaching: an international comparative study

How do universities encourage academics to buy into a shared vision while often setting punitive targets in teaching and research? This article explores possible antecedents of a university’s shared vision and its relationships with academics’ research and teaching performance in the era of managerialism. This cross-country study of two large universities in the UK and Vietnam draws on data from multiple sources to uncover the key components of a university’s shared vision. A survey strategy was adopted. Data were collected from different sources, using a stratified random sampling technique from academics of different schools at those universities. A total of 431 survey responses from academics at these universities were included for analysis, employing structure equation modelling. It provides fresh insights into whether having a shared vision can benefit academics’ research and teaching performance. The findings of this study show that while achieving a high degree of shared vision may enhance research performance, it may do little to improve teaching performance. The study provides empirical evidence indicating that a shared vision emerges as strongly rooted within individual employees rather than managers, challenging the common belief that a shared vision emanates primarily from the top down. This article advances social exchange theory (SET) by showing the interdependence of workplace antecedents, personal attributes, interpersonal connections, and performance. It introduces a framework for the relationship between universities’ shared vision with its possible antecedents and with academics’ teaching performance and research performance. The article also discusses useful implications for higher education leaders, based on the findings of the study

The Moral Hazards of Higher-Education Faculty: A Qualitative Study with an Agency Perspective

Despite their qualifications, university faculties in South Asia--and other countries around the world--often fall prey to moral hazards and become dysfunctional. Students can be short-changed. To investigate this problem, 19 one-hour interviews were conducted in six highly regarded public universities in the Peshawar district of Pakistan, Khyber Pukhtoonkhwa. Questions drawn from the literature addressed the perceived principal determinants of moral hazards: the missing link between pay and performance; asymmetric information; measurement problems; almost complete job and pay security; high-powered incentives; and lack of specific terms of reference (job descriptions). Based on rigorous analysis of the data, the globally applicable findings suggest the need for sound appraisal and measurement systems, strong leadership, well-established accountability, and incentives that actually link to the university\u27s educational goals

University’s shared vision for research and teaching: an international comparative study

How do universities encourage academics to buy into a shared vision while often setting punitive targets in teaching and research? This article explores possible antecedents of a university’s shared vision and its relationships with academics’ research and teaching performance in the era of managerialism. This cross-country study of two large universities in the UK and Vietnam draws on data from multiple sources to uncover the key components of a university’s shared vision. A survey strategy was adopted. Data were collected from different sources, using a stratified random sampling technique from academics of different schools at those universities. A total of 431 survey responses from academics at these universities were included for analysis, employing structure equation modelling. It provides fresh insights into whether having a shared vision can benefit academics’ research and teaching performance. The findings of this study show that while achieving a high degree of shared vision may enhance research performance, it may do little to improve teaching performance. The study provides empirical evidence indicating that a shared vision emerges as strongly rooted within individual employees rather than managers, challenging the common belief that a shared vision emanates primarily from the top down. This article advances social exchange theory (SET) by showing the interdependence of workplace antecedents, personal attributes, interpersonal connections, and performance. It introduces a framework for the relationship between universities’ shared vision with its possible antecedents and with academics’ teaching performance and research performance. The article also discusses useful implications for higher education leaders, based on the findings of the study.</p

Antecedents and outcomes of shared vision in higher education: A dual level perspective

How do universities encourage academics to buy into a shared vision while often setting punitive targets in teaching and research? This article explores possible antecedents of a university's shared vision and its relationships with academics' research and teaching performance in the era of managerialism. This cross-country study of two large universities in the UK and Vietnam draws on data from multiple sources to uncover the key components of a university's shared vision. A survey strategy was adopted. Data were collected from different sources, using a stratified random sampling technique from academics of different schools at those universities. A total of 431 survey responses from academics at these universities were included for analysis, employing structure equation modelling. It provides fresh insights into whether having a shared vision can benefit academics' research and teaching performance. The findings of this study show that while achieving a high degree of shared vision may enhance research performance, it may do little to improve teaching performance. The study provides empirical evidence indicating that a shared vision emerges as strongly rooted within individual employees rather than managers, challenging the common belief that a shared vision emanates primarily from the top down. This article advances SET by showing the interdependence of workplace antecedents, personal attributes, interpersonal connections and performance. It introduces a framework for the relationship between universities' shared vision with its possible antecedents, and with academics' teaching performance and research performance. The article also discusses useful implications for higher education leaders, based on the findings of the study