Muhammad Mustafa Raziq

Subsidiary Characteristics and Impact on Subsidiary Strategic and Operational Autonomy

The study draws on survey evidence from 332 foreign subsidiaries in a developed (New Zealand) and a developing (Brazil) economy to examine the relationship of MNE subsidiary characteristics (age and size) to subsidiary strategic and operational autonomy. It is found that subsidiary age and size do not affect subsidiary strategic autonomy, but subsidiary size may affect subsidiary operational autonomy. It is concluded that subsidiary size affects subsidiary operational autonomy if the subsidiary has a local market focus. The study suggests that for multi-country studies the heterogeneity of headquarter-subsidiary relationship and subsidiary national context be considered.

Workplace Psychological Aggression, Job Stress, and Vigor: A Test of Longitudinal Effects:

The purpose of this research was to examine the relationships between supervisor- and customer-initiated psychological aggression and vigor across time, and to determine the mediating role of job stress in these relationships. We also investigated the potential for differential impacts of supervisor and customer aggression on our outcome variables. A two-wave longitudinal study was conducted with a time lag of 6 months. The study sample consisted of 215 branch office employees of five large commercial banks situated in Islamabad, Pakistan. Data were collected using a self-administered questionnaire and analyzed using covariance-based structural equation modeling (CB-SEM). It was found that Time 1 supervisor and customer aggression were negatively related to Time 2 vigor, and these relationships were partially mediated by job stress. Contrary to our expectations, however, we found no significant differences between Time 1 supervisor and customer aggression in relation to Time 2 job stress and Time 2 vigor. The theoretical and practical implications of these findings are discussed. We extended research on multifoci approach to workplace aggression and empirically examined the direct and mediated effects of supervisor- and customer-initiated psychological aggression on vigor.

Measuring service quality perceptions of customers in the hotel industry of Pakistan

This study looks at the relationship among perceived service quality, perceived price fairness, and customer loyalty. It further examines the role of customer satisfaction as a mediator in the relationship between perceived service quality and customer loyalty, and perceived price fairness and customer loyalty. We argue that customers’ needs are less uniform, and so their expectations, perceptions, satisfaction and loyalty vary across their characteristics. To this end, we draw on a sample of 252 consumers of the hotel industry sector in Pakistan. We employ gap analysis using paired-sample t-test and analysis of variance to test for the variations in the customers’ expectations, perceptions, satisfaction and loyalty. Following that, we test the relationships. Our results identify variances in the expectations, perceptions, satisfaction and loyalty across the customers’ demographics. Customer satisfaction partially mediates the relationship between perceived service quality and customer loyalty, and fully mediates the relationship between perceived price fairness and customer loyalty. Based on results, we drew implication for theory and practice.

Leadership styles, goal clarity, and project success: Evidence from project-based organizations in Pakistan

Purpose The purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range leadership theory, and contextualizes leadership styles such as transformational leadership style, and transactional leadership style (active management by exception, and contingent reward) to temporary project environment. Design/methodology/approach Data are collected (in year 2017) from 248 individuals working in ten large project-based organizations from different sectors, each having multiple units in Pakistan. Respondents comprise functional managers and individuals (who have lead or worked on projects), as well as dedicated project managers. Findings Goal clarity partially mediates the relationship between transformational leadership style and project success. However, in case of the transactional leadership style, there is no mediation as transactional leadership style is not associated with goal clarity. Furthermore, contingent reward is positively associated to project success, while active management by exception is negatively associated to project success. Originality/value Research suggests that the underlying mechanisms of the relationship between leadership styles (transactional and transformational) and project success are less clear and need to be further explored. This study contributes to literature by answering such calls, and examines possible underlying mechanisms (i.e. goal clarity) in the relationship between leadership styles and project success.

Does e-HRM improve labour productivity? A study of commercial bank workplaces in Pakistan

Drawing on data from a unique, large-scale survey, the purpose of this paper is to examine the links between e-HRM and perceived labour productivity both directly and through the mediating role of HR service quality amongst commercial-bank workplaces in Pakistan, many of which have introduced e-HRM.,The authors use partial least squares structural equation modelling to examine the direct links between e-HRM and productivity as well as the mediated links between e-HRM, perceived HR service quality and productivity.,The authors show that e-HRM practices have a statistically significant, positive effect on managers’ perceptions of labour productivity. The authors also reveal that e-HRM practices influence the quality of HR service, and that the quality of HR services fully mediates the relationship between e-HRM practices and managers’ perceptions of labour productivity.,The results highlight the importance of designing and implementing e-HRM systems so that they support organisation workflow and enable workers to carry out a range of HR and non-HR activities more efficiently. In particular, this study suggests that managers should focus on how e-HRM impacts on HR service quality in a holistic way, as this is the “route” via which e-HRM can improve labour productivity.,Existing research has demonstrated a link between e-HRM and the quality of HR services; however, these studies downplay the potential impact of e-HRM on labour productivity, a key organisational outcome and one that e-HRM aims to improve. This study contributes to the HRM literature by identifying how e-HRM can improve labour productivity by enhancing the perceived HR service quality. This study, therefore, provides the basis for future theory developments in this area.

INTERNATIONAL ROLES OF FOREIGN-OWNED SUBSIDIARIES IN NEW ZEALAND: AN EXPLORATORY STUDY

Advances in the capacity to manage overseas operations have been linked to foreign-owned subsidiaries of multinational enterprises performing more varied roles for their parent organisations than they did in the past. Drawing on evidence from an original large-scale survey, this study explores the international roles performed by 429 foreign-owned subsidiaries in New Zealand. Traditionally, subsidiaries in New Zealand have predominantly been established to service the local market which although comparatively small is remote from major sources of foreign investment. The study finds that many subsidiaries have some form of international role and that subsidiaries frequently perform a variety of roles for their organisations. Investigation of subsidiary characteristics associated with an international role finds that those managed independently, and those managed by a network of reporting channels have most propensity and potential to engage in international roles. This evidence justifies greater recognition that subsidiary operations may make multiple contributions to their organisation rather than have a single purpose.