TY - GEN A1 - Javed, Ali Javed A1 - Khan, Naveed Ahmad A1 - Michalk, Silke A1 - Khan, Noor Ullah A1 - Kamran, Muhammad T1 - High-Performance Work System and Innovation Capabilities: The Mediating Role of Intellectual Capital T2 - Administrativ Science N2 - This study examined the effect of high-performance work systems on developing incremental and radical innovation capabilities. Drawing on resource-based and knowledge-based theories, the mediating effects of human capital, social capital, and organizational capital were tested. Data were collected from 233 middle-to-senior level managers working in the banking sector of Pakistan, and hypotheses were tested through partial least squares structural equation modeling using Smart PLS 4.0. The findings showed that all components of intellectual capital mediated the relationship to develop both types of innovation capabilities. In terms of the strength of the relationship, social capital was found to be a more effective mediator, and next to this were human capital and organizational capital, respectively. Our findings contribute to the existing literature by explaining the relationship between HPWS and innovation capabilities, which is also referred to as the black box through the mediation of intellectual capital. Decision makers should recognize the importance of this relationship because it develops innovation capabilities that enhance organizational performance by giving them a competitive advantage. KW - high-performance work system KW - human capital KW - social capital KW - organizational capital KW - incremental innovation capability KW - radical innovation capability Y1 - 2023 U6 - https://doi.org/10.3390/admsci13010023 SN - 2076-3387 VL - 13 IS - 1 SP - 1 EP - 19 ER - TY - GEN A1 - Khan, Naveed Ahmad A1 - Michalk, Silke A1 - Sarachuk, Kirill A1 - Hafiz, Ali Javed T1 - If You Aim Higher Than You Expect, You Could Reach Higher Than You Dream: Leadership and Employee Performance T2 - Economies N2 - Leadership is about lifting a person’s vision, raising their productivity to higher standards and creating a personality beyond their usual capabilities. Our study examines the Pygmalion effect and leader-member exchange (LMX) on employee task performance via organizational commitment. The data was collected from 280 middle-level managers from top ten banks in Pakistan. This study offers three main contributions to the literature. First, our results discover a strong link between the Pygmalion effect, LMX and employees’ task performance through mediation of organizational commitment. Secondly, our study indicates that leaders should have higher quality relationships with employees and higher task performance expectations. Finally, most previous studies focused on leadership approaches or have been conducted in western developed countries. To our knowledge, this study is a unique contribution to the literature on leaders’ expectations in changing and diverse environments, as in underdeveloped countries like Pakistan. Y1 - 2022 UR - https://www.mdpi.com/2227-7099/10/6/123 U6 - https://doi.org/10.3390/economies10060123 SN - 2227-7099 VL - 10 IS - 6 ER - TY - GEN A1 - Khan, Naveed Ahmad A1 - Mihoci, Andrija A1 - Michalk, Silke A1 - Sarachuk, Kirill A1 - Javed, Hafiz Ali T1 - Employee Performance Measures appraised by Training and Labour Market: Evidence from the Banking Sector of Germany T2 - Administrative Science N2 - Our paper examines the impact of training outputs and employment factors on several facets of employee performance while supporting managerial decision-making in the banking sector. First, we introduce four performance measures in individual productivity assessment. Second, three identified groups of covariates are associated with these measures, namely, the training method success, delivery of knowledge, and labor market performance feedback. Based on our empirical results from Germany, we suggest that response-related decisions are accompanying bank employees’ profiles and appraisal. In particular, we form decision-making functions and finally show that the banking industry successfully balances between internal and external factors in optimizing employees’ performance. Y1 - 2022 UR - https://www.mdpi.com/2076-3387/12/4/143 U6 - https://doi.org/10.3390/admsci12040143 SN - 2076-3387 VL - 12 IS - 4 SP - 1 EP - 13 ER - TY - THES A1 - Khan, Naveed Ahmad T1 - To win in the market place you must first win in the workplace : an empirical evidence from banking sector N2 - The present study investigates the relationship between a leader's expectation, Leader-member exchange (LMX), training & development (T&D), organizational culture (OCL) and employee performance (EP) in the context of the banking sector of Pakistan. It also examines the relationship between leaders' expectations, LMX, T&D, organizational culture and employee performance with the mediating effect of organizational commitment. Furthermore, this study examines the moderating role of gender between employee performance and organizational commitment. This study was motivated by the inconsistent findings in the literature on the leadership, in particular the Pygmalion effect (leaders' expectation) and leader-member-exchange on employee performance with the mediation of organizational commitment and moderation role of gender. These inconsistencies led to a new stream of research that indicates the importance of examining especially the effect of leader’s expectation and leader-member-exchange on individual productivity with the mediation of organizational commitment. With this purpose in mind, this study considers these theories, the social exchange theory is the main one and Pygmalion mechanism and leader-member exchange are supportive theories of mapping and positioning the potential relationships between the variables within the conceptual framework. The data was collected through an online questionnaire. The questionnaire was distributed to 650 middle level bank employees in the top ten banks in three major cities of Pakistan, Lahore, Islamabad, and Karachi. Out of the 650 questionnaires, 350 were returned, of which 280 were deemed usable for actual data analysis using smart PLS-SEM. The direct relationship as well as the mediation of organizational commitment between the variables was analysed by using smart PLS-3 software. Findings showed that Leader's expectation, LMX, organizational culture and organizational commitment have a positive relationship with employee performance except T&D. Furthermore, the results supported the moderating role of gender between organizational commitments and employee performance. The study identifies practical, methodological and theoretical implications and recommendations for future research. KW - Pakistan; Bank; Organisationskultur; Führungskraft; Mitarbeiter; Leistungssteigerung Y1 - 2022 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:co1-opus4-57439 CY - Cottbus ER -