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Employees are driven and motivated to exercise knowledge-based resources as a result of leadership. Therefore, this study aims to examine the effect of authentic leadership on organizational commitment and tacit and explicit knowledge-sharing behaviors in Saudi non-profit organizations (NPOs). The study also aims to explore authentic leadership’s direct and indirect impact on tacit and explicit knowledge-sharing behaviors via organizational commitment.

The study used a quantitative research design by distributing a survey questionnaire among 415 employees. A total of 300 responses were collected during the survey questionnaire data collection.

The results showed that authentic leadership significantly and positively influenced organizational commitment and tacit and explicit knowledge sharing. Additionally, organizational commitment significantly and positively mediated the relationship between authentic leadership and tacit knowledge sharing, and there was partial mediation. However, organizational commitment failed to mediate the relationship between authentic leadership and explicit knowledge sharing.

The management of Saudi NPOs should focus on developing knowledge capital resources for employees who work in an organization to get a competitive advantage.

The study made a novel contribution that the Saudi NPOs should promote tacit and explicit knowledge-sharing but focus more on explicit knowledge sharing.

This study aims to explore the connections between intellectual capital and academic performance in Lahore, Pakistan’s higher education institutions (HEIs). The research delves into the mediation effect of dynamic capabilities, such as acquisition and exploitation, between intellectual capital and innovation within these educational institutions.

Grounded in the insights from a comprehensive literature review, the methodology uses a pre-tested questionnaire. Faculty members from private universities in Pakistan were chosen as the study's unit of analysis. Using a convenience sampling technique, data was gathered from 342 teachers and then analyzed using Smart (PLS) 3.3.3.

The results demonstrate that intellectual capital positively affects innovation. Acquisition and exploitation further mediate this influence, improving academic performance. Applying the knowledge-based view theory, the study confirmed the significance of all the posited hypotheses, underlining the positive interrelationships within Pakistan’s academic institutions.

The novelty of this research lies in its specific focus on the HEIs in Pakistan, demonstrating how intellectual capital and dynamic capabilities foster innovation, thereby enabling these institutions to maintain a competitive edge in a rapidly evolving educational landscape.

The current study aims to investigate the impact of coworker ostracism on coworker-directed knowledge hiding through the mediating role of relational social capital and moderating role of alternate belongingness in Pakistani higher educational settings.

A time-lagged study was carried out in which data from teaching and non-teaching faculty (N = 217) from the higher education sector of Lahore, Pakistan, were collected through multi-stage sampling. The collected data were analysed using moderated mediation analysis (PROCESS model 4 and 7).

The results revealed that ostracism from coworkers has an unfavourable impact on relational social capital that in turn promotes knowledge hiding. Nonetheless, if ostracized employees had sources to fulfil belongingness needs outside the work settings, this negative association was strengthened.

The authors have taken the role of belongingness outside the workplace in explaining the coworker ostracism and knowledge hiding relationship in higher educational settings and identified the explanatory role of relational social capital.

Ostracism is a subjective and relative concept that renders itself to multiple manifestations and context-specific outcomes. Therefore, this study identified specific behaviours that are perceived as workplace ostracism by teaching faculty of Pakistani Higher Educational Institutions (HEIs). Building on belongingness theory, the ramifications of ostracism on psychological well-being are outlined along with the context-specific factors that shape these outcomes.

A phenomenological approach was adopted, and 30 semi-structured interviews from the teaching faculty of HEIs in Lahore, Pakistan, were conducted. The transcribed interviews were coded, and an inductive thematic analysis via NVivo 12 Plus software was used to generate themes and sub-themes.

Five behaviours, i.e. biased treatment, exclusion from formal and informal interactions, interpersonal alienation, delayed sharing or hiding of knowledge, lack of work-related, social and emotional support constituted the acts of ostracism in studied HEIs. The psychological well-being of faculty suffered in terms of negative emotions, reduced job, career and life satisfaction in their work and family life. The contextual factors deciding the intensity of outcomes resulting from workplace encompassed head of department (HOD) support, pay, friendly relations, fear of confrontation, alternative job options and designation of faculty members.

This research is a pioneer in using an in-depth phenomenological approach to define a behavioural typology of ostracism in academia. Moreover, a much needed holistic outcome of psychological well-being is explored in work and non-work domains and further elucidated in light of context-specific factors.

The purpose of this study is to uncover how peer ostracism (POS) elicits knowledge hiding directed towards ostracizing peers through the intervening role of peer contact quality (PCQ). Moreover, the authors aim to highlight the role of the need to belong (NTB) as a first-order boundary condition in direct and indirect hypothesized paths.

The research opted for a three-wave time-lagged survey design. The data were obtained from the 234 teaching and non-teaching employees working in Higher Educational Sector in Pakistan through random sampling. Mediation and moderated mediation analysis was done by using PROCESS Models 4 and 7.

The results embraced the mediation, moderation and moderated mediation hypotheses. It was noted that POS creates negative exchange relationships. As a result, the ostracized employees withhold knowledge from the predating peer. NTB served as a buffering agent between POS and PCQ, as well as, in the indirect POS, PCQ and peer-directed knowledge hiding relationship.

This research serves as a guideline for management and faculty of Higher Educational Institutions for minimization of POS to promote effective collegial contact quality and curb knowledge hiding.

Although the research in workplace ostracism and knowledge hiding is not new, yet how this association emerges from the viewpoint of peers is not known. This study has added to the literature by answering who is more likely to reciprocate ostracism from peers by having poor quality contact and directing knowledge hiding towards the predator. By this, the authors have added to the limited stream of moderated mediation mechanisms underlying ostracism and knowledge hiding behaviour. In addition, the authors have drawn attention to the importance of peer relationships in higher educational settings.

This study aims to investigate the relationship between employees' exposure to supervisor incivility and their engagement in insubordinate behavior, by detailing a mediating role of ruminations about interpersonal offenses and a moderating role of supervisor task conflict.

The research hypotheses were assessed with three rounds of data, obtained from employees and their peers, working for firms in various industries.

An important reason that employees' sense that their supervisor treats them disrespectfully escalates into defiance of supervisor authority is that the employees cannot stop thinking about how they have been wronged. The mediating role of such ruminations is particularly prominent when employees' viewpoints clash with those of their supervisor.

A critical danger exists for employees who are annoyed with a rude supervisor: They ponder their negative treatment, which prompts them to disobey, a response that likely diminishes the chances that supervisors might change their behaviors. This detrimental process is particularly salient when employee–supervisor interactions are marked by unpleasant task-related fights.

This study unpacks an unexplored link between supervisor incivility and supervisor-directed insubordination by explicating the pertinent roles of two critical factors (rumination and task conflict) in this link.