Still waters run deep: differences in employee empowerment between public and private sector firms in India

References

• Alford, J. (2002). Why do public-sector clients coproduce? Toward a contingency theory. Administration & Society, 34(1), 32–56. https://doi.org/10.1177/0095399702034001004
   Web of Science ®Google Scholar
• Alok, K., & Israel, D. (2012). Authentic leadership & work engagement. Indian Journal of Industrial Relations, 47, 498–510.
   Google Scholar
• Andersen, J. A. (2010). Public versus private managers: How public and private managers differ in leadership behavior. Public Administration Review, 70(1), 131–141. https://doi.org/10.1111/j.1540-6210.2009.02117.x
   Web of Science ®Google Scholar
• Armstrong, A. (1998). A comparative analysis: New public management—the way ahead? Australian Journal of Public Administration, 57(2), 12–24. https://doi.org/10.1111/j.1467-8500.1998.tb01379.x
   Web of Science ®Google Scholar
• Ashour, A. S. (1973). The contingency model of leadership effectiveness: An evaluation. Organizational Behavior and Human Performance, 9(3), 339–355. https://doi.org/10.1016/0030-5073(73)90057-3
   Google Scholar
• Atta, N., Ahmad, M., Mangla, I., & Farrell, D. (2012). Organizational politics, psychological empowerment and organizational commitment: Empirical evidence from Pakistan. International Journal of Management & Information Systems (IJMIS), 16(3), 221–226. https://doi.org/10.19030/ijmis.v16i3.7074
   Google Scholar
• Ayman, R., Chemers, M. M., & Fiedler, F. (1995). The contingency model of leadership effectiveness: Its levels of analysis. The Leadership Quarterly, 6(2), 147–167. https://doi.org/10.1016/1048-9843(95)90032-2
   Web of Science ®Google Scholar
• Baarspul, H. C., & Wilderom, C. P. (2011). Do employees behave differently in public-vs private-sector organizations? A state-of-the-art review. Public Management Review, 13(7), 967–1002. https://doi.org/10.1080/14719037.2011.589614
   Web of Science ®Google Scholar
• Backhaus, L., Reuber, A., Vogel, D., & Vogel, R. (2022). Giving sense about paradoxes: Paradoxical leadership in the public sector. Public Management Review, 24(9), 1478–1498. https://doi.org/10.1080/14719037.2021.1906935
   Web of Science ®Google Scholar
• Bascle, G. (2008). Controlling for endogeneity with instrumental variables in strategic management research. Strategic Organization, 6(3), 285–327. https://doi.org/10.1177/1476127008094339
   Web of Science ®Google Scholar
• Batt, R. (2002). Managing customer services: Human resource practices, quit rates, and sales growth. Academy of Management Journal, 45(3), 587–597. https://doi.org/10.2307/3069383
   Web of Science ®Google Scholar
• Banalieva, E. R., & Sarathy, R. (2011). A contingency theory of internationalization: Performance for emerging market multinational enterprises. Management International Review, 51(5), 593–634. https://doi.org/10.1007/s11575-011-0093-0
   Web of Science ®Google Scholar
• Bao, Y., & Zhong, W. (2021). Public service motivation matters: Examining the differential effects of challenge and hindrance stressors on organizational identification and turnover intention. Public Management Review, 23(4), 545–566. https://doi.org/10.1080/14719037.2019.1699944
   Web of Science ®Google Scholar
• Blom, R., Kruyen, P. M., Van der Heijden, B. I., & Van Thiel, S. (2020). One HRM fits all? A meta-analysis of the effects of HRM practices in the public, semipublic, and private sector. Review of Public Personnel Administration, 40(1), 3–35. https://doi.org/10.1177/0734371X18773492
   Web of Science ®Google Scholar
• Boekhorst, J. A. (2015). The role of authentic leadership in fostering workplace inclusion: A social information processing perspective. Human Resource Management, 54(2), 241–264. https://doi.org/10.1002/hrm.21669
   Web of Science ®Google Scholar
• Boselie, P., Van Harten, J., & Veld, M. (2021). A human resource management review on public management and public administration research: Stop right there… before we go any further…. Public Management Review, 23(4), 483–500. https://doi.org/10.1080/14719037.2019.1695880
   Web of Science ®Google Scholar
• Boyne, G. A. (2002). Public and private management: What’s the difference? Journal of Management Studies, 39(1), 97–122. https://doi.org/10.1111/1467-6486.00284
   Web of Science ®Google Scholar
• Bozeman, B. (1987). All organizations are public: Bridging public and private organizational theories. Jossey-Bass.
   Google Scholar
• Bozeman, B., & Su, X. (2015). Public service motivation concepts and theory: A critique. Public Administration Review, 75(5), 700–710. https://doi.org/10.1111/puar.12248
   Web of Science ®Google Scholar
• Brunetto, Y., & Beattie, R. (2020). Changing role of HRM in the public sector. Public Management Review 22, 1–5. https://doi.org/10.1080/14719037.2019.1645876
   Web of Science ®Google Scholar
• Bryson, J., & George, B. (2020). Strategic management in public administration. In Oxford Research Encyclopedia of Politics. Oxford University Press.
   Google Scholar
• Buchanan, D., & Badham, R. (2020). Power, politics, and organizational change. Sage.
   Google Scholar
• Buckland, R. (2009). Private and public sector models for strategies in universities. British Journal of Management, 20(4), 524–536. https://doi.org/10.1111/j.1467-8551.2008.00593.x
   Web of Science ®Google Scholar
• Budhwar, P. S., & Boyne, G. (2004). Human resource management in the Indian public and private sectors: An empirical comparison. The International Journal of Human Resource Management, 15(2), 346–370. https://doi.org/10.1080/0958519032000158554
   Web of Science ®Google Scholar
• Bullock, J. B., Stritch, J. M., & Rainey, H. G. (2015). International comparison of public and private employees’ work motives, attitudes, and perceived rewards. Public Administration Review, 75(3), 479–489. https://doi.org/10.1111/puar.12356
   Web of Science ®Google Scholar
• Carasco-Saul, M., Kim, W., & Kim, T. (2015). Leadership and employee engagement: Proposing research agendas through a review of literature. Human Resource Development Review, 14(1), 38–63. https://doi.org/10.1177/1534484314560406
   Web of Science ®Google Scholar
• Chang, S.-J., van Witteloostuijn, A., & Eden, L. (2010). From the editors: Common method variance in international research. Journal of International Business Studies, 41(2), 178–184. https://doi.org/10.1057/jibs.2009.88
   Web of Science ®Google Scholar
• Chen, C.-A., & Rainey, H. G. (2014). Personnel formalization and the enhancement of teamwork: A public–private comparison. Public Management Review, 16(7), 945–968. https://doi.org/10.1080/14719037.2013.770057
   Web of Science ®Google Scholar
• Cinite, I., Duxbury, L. E., & Higgins, C. (2009). Measurement of perceived organizational readiness for change in the public sector. British Journal of Management, 20(2), 265–277. https://doi.org/10.1111/j.1467-8551.2008.00582.x
   Web of Science ®Google Scholar
• Cooke, F. L., Dickmann, M., & Parry, E. (2020). Important issues in human resource management: Introduction to the 2020 review issue. The International Journal of Human Resource Management, 31(1), 1–5. https://doi.org/10.1080/09585192.2020.1691353
   Web of Science ®Google Scholar
• Cummings, G. G., Grau, A. L., & Wong, C. A. (2014). Resonant leadership and workplace empowerment: The value of positive organizational cultures in reducing workplace incivility. Nursing, 32(1), 6.
   Web of Science ®Google Scholar
• Darwish, T. K., Wood, G., Singh, S., & Singh, R. (2020). Human resource management in India: Performance and complementarity. European Management Review, 17(2), 373–389. https://doi.org/10.1111/emre.12367
   Web of Science ®Google Scholar
• Darvish, H., & Rezaei, F. (2011). The impact of authentic leadership on job satisfaction and team commitment. Management & Marketing, 6(3), 421–436.
   Google Scholar
• Dimaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160. https://doi.org/10.2307/2095101
   Web of Science ®Google Scholar
• Estrin, S., & Prevezer, M. (2011). The role of informal institutions in corporate governance: Brazil, Russia, India, and China compared. Asia Pacific Journal of Management, 28(1), 41–67. https://doi.org/10.1007/s10490-010-9229-1
   Web of Science ®Google Scholar
• Felício, T., Samagaio, A., & Rodrigues, R. (2021). Adoption of management control systems and performance in public sector organizations. Journal of Business Research, 124, 593–602. https://doi.org/10.1016/j.jbusres.2020.10.069
   Web of Science ®Google Scholar
• Fernandez, S., & Moldogaziev, T. (2011). Empowering public sector employees to improve performance: Does it work? The American Review of Public Administration, 41(1), 23–47. https://doi.org/10.1177/0275074009355943
   Web of Science ®Google Scholar
• Ferris, G. R., & Kacmar, K. M. (1992). Perceptions of organizational politics. Journal of Management, 18(1), 93–116. https://doi.org/10.1177/014920639201800107
   Web of Science ®Google Scholar
• Fiedler, F. E. (1967). A theory of leadership effectiveness. McGraw-Hill.
   Google Scholar
• Furmańczyk, J. (2010). The cross-cultural leadership aspect. Journal of Intercultural Management, 2(2), 67–82.
   Google Scholar
• Fusarelli, L. D., & Johnson, B. (2004). Educational governance and the new public management. Public Administration and Management: An Interactive Journal, 9(2), 118–127.
   Google Scholar
• Guerrero, S., Cayrat, C., & Cossette, M. (2022). Human resource professionals’ human and social capital in SMEs: mall firm, big impact. The International Journal of Human Resource Management, 33(16), 3252–3274. https://doi.org/10.1080/09585192.2021.1919739
   Web of Science ®Google Scholar
• George, B., Van de Walle, S., & Hammerschmid, G. (2019). Institutions or contingencies? A cross-country analysis of management tool use by public sector executives. Public Administration Review, 79(3), 330–342. https://doi.org/10.1111/puar.13018
   Web of Science ®Google Scholar
• Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2006). Multivariate data analysis. Macmillan.
   Google Scholar
• Hakimi, N., Van Knippenberg, D., & Giessner, S. (2010). Leader empowering behaviour: The leader’s perspective. British Journal of Management, 21(3), 701–716. https://doi.org/10.1111/j.1467-8551.2010.00703.x
   Web of Science ®Google Scholar
• Hochwarter, W. A., Kacmar, C., Perrewé, P. L., & Johnson, D. (2003). Perceived organizational support as a mediator of the relationship between politics perceptions and work outcomes. Journal of Vocational Behavior, 63(3), 438–456. https://doi.org/10.1016/S0001-8791(02)00048-9
   Web of Science ®Google Scholar
• Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672. https://doi.org/10.2307/256741
   Web of Science ®Google Scholar
• Hvidman, U., & Andersen, S. C. (2014). Impact of performance management in public and private organizations. Journal of Public Administration Research and Theory, 24(1), 35–58. https://doi.org/10.1093/jopart/mut019
   Web of Science ®Google Scholar
• Ivanova, M., & von Scheve, C. (2020). Power through empowerment? The managerial discourse on employee empowerment. Organization, 27(6), 777–796. https://doi.org/10.1177/1350508419855709
   Web of Science ®Google Scholar
• Iacovino, N. M., Barsanti, S., & Cinquini, L. (2017). Public organizations between old public administration, new public management and public governance: The case of the Tuscany region. Public Organization Review, 17(1), 61–82. https://doi.org/10.1007/s11115-015-0327-x
   Google Scholar
• Kacmar, K. M., & Ferris, G. R. (1991). Perceptions of organizational politics scale (POPS): Development and construct validation. Educational and Psychological Measurement, 51(1), 193–205. https://doi.org/10.1177/0013164491511019
   Web of Science ®Google Scholar
• Kalufya, N., & Nyello, R. M. (2021). Decentralisation, Institutional Characteristics and Public Sector Governance in Tanzania. Open Journal of Political Science, 11(03), 461–478. https://doi.org/10.4236/ojps.2021.113031
   Google Scholar
• Kelman, S. (2005). Public management needs help!. Academy of Management Journal, 48(6), 967–969. https://doi.org/10.5465/amj.2005.19573099
   Web of Science ®Google Scholar
• Knies, E., Borst, R. T., Leisink, P., & Farndale, E. (2022). The distinctiveness of public sector HRM: A four-wave trend analysis. Human Resource Management Journal, 32(4), 799–825. https://doi.org/10.1111/1748-8583.12440
   Web of Science ®Google Scholar
• Kreutzer, M., Walter, J., & Cardinal, L. B. (2015). Organizational control as antidote to politics in the pursuit of strategic initiatives. Strategic Management Journal, 36(9), 1317–1337. https://doi.org/10.1002/smj.2306
   Web of Science ®Google Scholar
• Kumar, P. J., & Kumar, A. A. (2017). Employee empowerment–An empirical study. Global Journal of Management and Business Research: Administration and Management, 17(4), 59–64.
   Google Scholar
• Kumar, S. P., & Saha, S. (2017). Influence of trust and participation in decision making on employee attitudes in Indian public sector undertakings. Sage Open, 7(3), 215824401773303. 2158244017733030. https://doi.org/10.1177/2158244017733030
   Web of Science ®Google Scholar
• Landells, E. M., & Albrecht, S. L. (2019). Perceived organizational politics, engagement, and stress: The mediating influence of meaningful work. Frontiers in Psychology, 10, 1612. https://doi.org/10.3389/fpsyg.2019.01612
   PubMed Web of Science ®Google Scholar
• Leisink, P., Borst, R. T., Knies, E., & Battista, V. (2021). Human resource management in a public-sector context. In The handbook of contextual approaches to human resource management (pp. 415–436). Oxford University Press.
   Google Scholar
• Leslie, D. R., Holzhalb, C. M., & Holland, T. P. (1998). Measuring staff empowerment: Development of a worker empowerment scale. Research on Social Work Practice, 8(2), 212–222. https://doi.org/10.1177/104973159800800205
   Web of Science ®Google Scholar
• Liang, X., Marler, J. H., & Cui, Z. (2012). Strategic human resource management in China: East meets west. Academy of Management Perspectives, 26(2), 55–70. https://doi.org/10.5465/amp.2012.0039
   Web of Science ®Google Scholar
• Ling, F. Y. Y., Low, S. P., Wang, S. Q., & Lim, H. H. (2009). Key project management practices affecting Singaporean firms’ project performance in China. International Journal of Project Management, 27(1), 59–71. https://doi.org/10.1016/j.ijproman.2007.10.004
   Web of Science ®Google Scholar
• Llewellyn, S., & Tappin, E. (2003). Strategy in the public sector: Management in the wilderness. Journal of Management Studies, 40(4), 955–982. https://doi.org/10.1111/1467-6486.00366
   Web of Science ®Google Scholar
• Luu, T. T. (2021). Socially responsible human resource practices and hospitality employee outcomes. International Journal of Contemporary Hospitality Management, 33(3), 757–789. https://doi.org/10.1108/IJCHM-02-2020-0164
   Web of Science ®Google Scholar
• Maheshwari, N., & Mishra, D. (2023). Tata Group and Air India: Successful Acquisition Means Acquisition of People. SAGE Business Cases Originals.
   Google Scholar
• Maynard, M. T., Gilson, L. L., & Mathieu, J. E. (2012). Empowerment—fad or fab? A multilevel review of the past two decades of research. Journal of Management, 38(4), 1231–1281. https://doi.org/10.1177/0149206312438773
   Web of Science ®Google Scholar
• Mbata, C. A., Florah Oluoch, M., & Muindi, F. (2023). Authentic leadership, organisational identification and ethical behaviour of employees in commercial banks in Kenya. African Journal of Emerging Issues, 5(2), 36–52.
   Google Scholar
• McAuliffe, N., Bostain, N. S., & Witchel, A. D. (2019). The relationship between authentic leadership, trust, and engagement in library personnel. Journal of Library Administration, 59(2), 129–148. https://doi.org/10.1080/01930826.2018.1562822
   Web of Science ®Google Scholar
• Meier, K. J., & O'Toole, L. J.Jr, (2011). Comparing public and private management: Theoretical expectations. Journal of Public Administration Research and Theory, 21(Supplement 3), i283–i299. https://doi.org/10.1093/jopart/mur027
   Web of Science ®Google Scholar
• Meisler, G. (2022). Fear and emotional abilities in public organizations: A sectorial comparison of their influence on employees’ well-being. International Public Management Journal, 25(4), 544–565. https://doi.org/10.1080/10967494.2020.1720051
   Web of Science ®Google Scholar
• Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363. https://doi.org/10.1086/226550
   Web of Science ®Google Scholar
• Miao, Q., Eva, N., Newman, A., & Schwarz, G. (2019). Public service motivation and performance: The role of organizational identification. Public Money & Management, 39(2), 77–85. https://doi.org/10.1080/09540962.2018.1556004
   Web of Science ®Google Scholar
• Milićević, V., Sofronijević, A., & Milosavljević, G. (2016). Contemporary Indian management practices in the dynamic emerging market economy. Management: Journal of Sustainable Business and Management Solutions in Emerging Economies, 21(78), 11–24.
   Google Scholar
• Mohapatra, M., & Sharma, B. R. (2010). Study of employee engagement and its predictors in an Indian public sector undertaking. Global Business Review, 11(2), 281–301. https://doi.org/10.1177/097215091001100210
   Google Scholar
• Mongkol, K. (2011). The critical review of new public management model and its criticisms. Research Journal of Business Management, 5(1), 35–43. https://doi.org/10.3923/rjbm.2011.35.43
   Google Scholar
• Morris, S., Aguilera, R. V., Fisher, G., & Thatcher, S. M. (2023). Theorizing from emerging markets: Challenges, opportunities, and publishing advice. Academy of Management Review, 48(1), 1–10. https://doi.org/10.5465/amr.2022.0527
   Web of Science ®Google Scholar
• Muniandi, J., Richardson, C., & Salamzadeh, Y. (2022). Ethical leadership and quality of leader-subordinate relationship among women working in multinational enterprises in Malaysia, moderating role of employee psychological empowerment. Gender in Management: An International Journal, 37(2), 251–270. https://doi.org/10.1108/GM-02-2021-0038
   Web of Science ®Google Scholar
• Nair, A., Khobdeh, M. S., Oksoy, A., Guldiken, O., & Willis, C. H. (2022). A review of strategic management research on India. Asia Pacific Journal of Management, 40(4), 1341–1392. https://doi.org/10.1007/s10490-022-09820-1
   Web of Science ®Google Scholar
• Naseer, S., Raja, U., Syed, F., Donia, M. B., & Darr, W. (2016). Perils of being close to a bad leader in a bad environment: Exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors. The Leadership Quarterly, 27(1), 14–33. https://doi.org/10.1016/j.leaqua.2015.09.005
   Web of Science ®Google Scholar
• Nayak, T., Sahoo, C. K., & Mohanty, P. K. (2018). Workplace empowerment, quality of work life and employee commitment: A study on Indian healthcare sector. Journal of Asia Business Studies, 12(2), 117–136. https://doi.org/10.1108/JABS-03-2016-0045
   Web of Science ®Google Scholar
• Neider, L. L., & Schriesheim, C. A. (2011). The authentic leadership inventory (ALI): Development and empirical tests. The Leadership Quarterly, 22(6), 1146–1164. https://doi.org/10.1016/j.leaqua.2011.09.008
   Web of Science ®Google Scholar
• Paauwe, J., & Boselie, P. (2005). HRM and performance: What next? Human Resource Management Journal, 15(4), 68–83. https://doi.org/10.1111/j.1748-8583.2005.tb00296.x
   Google Scholar
• Pereira, V. E., Fontinha, R., Budhwar, P., & Arora, B. (2018). Human resource management and performance at the Indian Railways. Journal of Organizational Change Management, 31(1), 47–61. https://doi.org/10.1108/JOCM-04-2017-0157
   Web of Science ®Google Scholar
• Perry, J. L., & Rainey, H. G. (1988). The public-private distinction in organization theory: A critique and research strategy. The Academy of Management Review, 13(2), 182–201. https://doi.org/10.2307/258571
   Web of Science ®Google Scholar
• Peus, C., Wesche, J. S., Streicher, B., Braun, S., & Frey, D. (2012). Authentic leadership: An empirical test of its antecedents, consequences, and mediating mechanisms. Journal of Business Ethics, 107(3), 331–348. https://doi.org/10.1007/s10551-011-1042-3
   Web of Science ®Google Scholar
• Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. The Journal of Applied Psychology, 88(5), 879–903. https://doi.org/10.1037/0021-9010.88.5.879
   PubMed Web of Science ®Google Scholar
• Pollitt, C., & Bouckaert, G. (2017). Public management reform: A comparative analysis-into the age of austerity. Oxford university press.
   Google Scholar
• Rainey, H. G., & Jung, C. S. (2015). A conceptual framework for analysis of goal ambiguity in public organizations. Journal of Public Administration Research and Theory, 25(1), 71–99. https://doi.org/10.1093/jopart/muu040
   Web of Science ®Google Scholar
• Ritz, A., Brewer, G. A., & Neumann, O. (2016). Public service motivation: A systematic literature review and outlook. Public Administration Review, 76(3), 414–426. https://doi.org/10.1111/puar.12505
   Web of Science ®Google Scholar
• Saha, S., & Kumar, S. P. (2018). Organizational culture as a moderator between affective commitment and job satisfaction: Empirical evidence from Indian public sector enterprises. International Journal of Public Sector Management, 31(2), 184–206. https://doi.org/10.1108/IJPSM-03-2017-0078
   Web of Science ®Google Scholar
• Saleem, H. (2015). The impact of leadership styles on job satisfaction and mediating role of perceived organizational politics. Procedia - Social and Behavioral Sciences, 172, 563–569. https://doi.org/10.1016/j.sbspro.2015.01.403
   Google Scholar
• Sardana, D., & Zhu, Y. (2015). Cross-country business engagement between China and India: A study of Chinese and Indian MNCs operating in each other’s country. Journal of General Management, 41(2), 3–34. https://doi.org/10.1177/030630701504100202
   Google Scholar
• Sardana, D., & Zhu, Y. (2017). Conducting Business in China and India. Palgrave Macmillan.
   Google Scholar
• Savoie, D. J. (2006). What is wrong with the new public management? In Comparative public administration (pp. 593–602). Emerald Group Publishing Limited.
   Google Scholar
• Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. The Journal of Applied Psychology, 96(5), 981–1003. https://doi.org/10.1037/a0022676
   PubMed Web of Science ®Google Scholar
• Singh, S., Darwish, T. K., & Potočnik, K. (2016). Measuring organizational performance: A case for subjective measures. British Journal of Management, 27(1), 214–224. https://doi.org/10.1111/1467-8551.12126
   Web of Science ®Google Scholar
• Singh, K., Singh, A., & Prakash, P. (2023). Policy actions for developing the infrastructure sector: Learnings from the Indian experience. Journal of Public Affairs, 23(1), e2837. https://doi.org/10.1002/pa.2837
   Web of Science ®Google Scholar
• Spreitzer, G. M. (2008). Taking stock: A review of more than twenty years of research on empowerment at work. Handbook of Organizational Behavior, 1, 54–72.
   Google Scholar
• Tiwari, R., & Vidyarthi, H. (2018). Intellectual capital and corporate performance: A case of Indian banks. Journal of Accounting in Emerging Economies, 8(1), 84–105. https://doi.org/10.1108/JAEE-07-2016-0067
   Web of Science ®Google Scholar
• Towsen, T., Stander, M. W., & van der Vaart, L. (2020). The relationship between authentic leadership, psychological empowerment, role clarity, and work engagement: Evidence from South Africa. Frontiers in Psychology, 11, 1973. https://doi.org/10.3389/fpsyg.2020.01973
   PubMed Web of Science ®Google Scholar
• Tripathi, S., & Tripathi, D. (2022). Organizational climate and organizational politics: Understanding the role of employees using parallel mediation. Evidence-Based HRM: A Global Forum for Empirical Scholarship, 10(3), 241–256. https://doi.org/10.1108/EBHRM-08-2020-0107
   Google Scholar
• Ullah, S., Zaefarian, G., & Ullah, F. (2021). How to use instrumental variables in addressing endogeneity? A step-by-step procedure for non-specialists. Industrial Marketing Management 96, A1–A6. https://doi.org/10.1016/j.indmarman.2020.03.006
   Web of Science ®Google Scholar
• Vigoda-Gadot, E., & Kapun, D. (2005). Perceptions of politics and perceived performance in public and private organisations: A test of one model across two sectors. Policy & Politics, 33(2), 251–276. https://doi.org/10.1332/0305573053870185
   Web of Science ®Google Scholar
• Vigoda, E. (2000). Organizational politics, job attitudes, and work outcomes: Exploration and implications for the public sector. Journal of Vocational Behavior, 57(3), 326–347. https://doi.org/10.1006/jvbe.1999.1742
   Web of Science ®Google Scholar
• Wajeeh-Ul-Husnain, S., Shen, J., & Benson, J. (2022). HRM practices in South Asia: Convergence, divergence, and intra regional differences. Asian Business & Management, 21(5), 780–801. https://doi.org/10.1057/s41291-020-00129-9
   Web of Science ®Google Scholar
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126. https://doi.org/10.1177/0149206307308913
   Web of Science ®Google Scholar
• Yu, Q., Yen, D. A., Barnes, B. R., & Huang, Y. A. (2019). Enhancing firm performance through internal market orientation and employee organizational commitment. The International Journal of Human Resource Management, 30(6), 964–987. https://doi.org/10.1080/09585192.2017.1380059
   Web of Science ®Google Scholar
• Zhang, J., Ul-Durar, S., Akhtar, M. N., Zhang, Y., & Lu, L. (2021). How does responsible leadership affect employees’ voluntary workplace green behaviors? A multilevel dual process model of voluntary workplace green behaviors. Journal of Environmental Management, 296, 113205. https://doi.org/10.1016/j.jenvman.2021.113205
   PubMed Web of Science ®Google Scholar
• Zhu, Y., Sardana, D., & Cavusgil, S. T. (2020). Weathering the storm in China and India: Comparative analysis of societal transformation under the leadership of Xi and Modi. Routledge.
   Google Scholar