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Yayın Coopetition and non-profit performance in war-torn region: Role of outside knowledge and innovative climate(Altınbaş Üniversitesi, 2023) Gulshan, Bella; Liaqat, Muhammad MohsenThe inconsistent findings on the association between non-profit coopetition and performance are complicated and contingent on essential factors. However, our current understanding of the circumstances under which non-profit coopetition matters to performance is limited. We take a novel context to address this question and build on the combined literature from the emerging non-profit coopetition literature. This study conceptualises and tests the impact of coopetition (simultaneous cooperation and competition) on the organisational performance of non-profit organisations in a war-torn region. Notably, it investigates the simultaneous cooperation and competition in non-profits’ social and financial performance via outside knowledge and innovative climate. An in-person survey with 158 executives and board members was conducted in Baghdad Governorate, Iraq. The survey adopted reliable and valid scales to measure the variables. Structural equation modelling was applied to test the mediation model. The proposed sequential mediating model has a good model fit with all four hypotheses statistically significant. Nonprofit engagement in coopetition positively affects organisation performance via mediators: use of outside knowledge and innovative climate. Cooperation with competitors helps non-profits to effectively use the outside knowledge that forms an innovative climate at the organisational level. Additionally, the use of outside knowledge has a direct effect on performance. Non-profits should integrate outside and internal knowledge to generate sustainable financial and social performance opportunities, especially in turbulent or war-torn regions. Moreover, context is imperative for non-profit leaders to identify themselves and seek inter-organisational relationships. The study also provides theoretical and practical implications that help non-profit leaders innovate and increase organisational performance.Yayın Latent social impact: rethinking the next phase of social entrepreneurship(2023) Liaqat, Muhammad Mohsen; Gulshan, BellaSocial entrepreneurship models have been successfully addressing pressing social problems across the world. The efforts emphasise creating new social start-ups and supporting mature social enterprises. The self-positioning of social entrepreneurs is the foremost criterion to have all kinds of assistance despite their ability to create social value for local communities. This paper relates the Manifest and Latent Functions of value-creating entrepreneurs and proposes that unintended consequences (social value) of intended actions (entrepreneurial activity) are as stable as social entrepreneur identity and structure. In essence, in order to move the theory and practice forward, we need to use new theories that clarify the nature of social entrepreneurship in developing countries, explain the role of value-driven entrepreneurs in the economic system, and inform the research and practice that value-creating entrepreneurs who do not exhibit 'social mission' but are significantly creating a social impact.Yayın Latent social value: why it matters for sustainable development goals?(Efe Academy Publishing, 2023) Liaqat, Muhammad Mohsen; Demiryürek, Kürşat; Kawamorita, HirokoSocial entrepreneurship has been quickly evolving in academics and practice. The diverse nature of the problems and geographies entails continuous opportunities to enhance social wealth. However, there have been strong disagreements among scholars and practitioners on definitional boundaries, dimensions, and how to identify social entrepreneurs (Santos, 2012, Zahra et al., 2009). It has become a large tent (Martin & Osberg, 2007) that shelters various perspectives to contribute to social value. Interestingly, the scatteredness of the concept is beneficial for scholarly contribution and human development. On the other hand, the institutions’ role is essential to determine who is a social entrepreneur—it will critically distinguish design and management issues. Although global institutes manage the growth of social entrepreneurship based on their defined criteria, it is pertinent to note that institutions differ across countries and regions. Moreover, the differences in social problems, available resources, and political, economic, cultural, and geopolitical environments impact specific development efforts.Yayın Nexuses between leadership dynamics & employees’engagement: Mediating role of self-efficacy(Gomal University, 2024) Liaqat, Muhammad Mohsen; Sair, Shrafat Ali; ul Hassan, AneesThe primary aim of this research is to investigate the effect of despotic and transformational leadership on employee engagement through mediating role of self-efficacyas the researchers used quantitative research methods. The population of this research includes managerial-level employees of the banking sector in Pakistan.The sample-size of the current study was 350 managerial-level employees working in the conventional banks in Pakistan. The researcher used a questionnaire to collect data from respondents. The findings indicated that despotic leadership has a significant and negative effect on employee engagement. Furthermore, the findings indicated that transformational leadership has significant and positive effect on employee engagement. Moreover, the self-efficacy mediates the relationshipbetween despotic leadership &employee engagement. Lastly, self-efficacy mediates relationship amidtransformational leadership andemployee engagement. The findings of study are consistent with the findings of previous research and have implications for managers and other relevant stakeholdersalong with certin clues for future researchers for revisiting the research issues in different contexts.Yayın The impact of transformational leadership and digital literacy on innovation capability: Mediating role of organizational culture for innovation(Gomal University, 2024) Liaqat, Muhammad Mohsen; ur-Rehman, Sana; Ullah, Hafiz AhmedThe purpose of this research is to investigate the effects of transformational leadership &digital literacy of leaders on innovation capacity of organization while considering mediating effect of organizational culture for innovation. The data were collected from thesample of manufacturing SME’s leaders and employees using a structural equation modeling (SEM) technique. The study finds that transformational leadership &digital literacy positively influence the innovation capability. Nevertheless, organizational culture for innovation was determined to mediate this relationship and to enhance diverseeffects of transformational leadership &digital literacy on innovationoutcomes. These observations focusthe need for refiningorganizational culture that supports creativity and innovation, andenhancing leadership skills and digital literacy of leaders for organizationalinnovation. This study adds to existing literature on leadership, digital literacy, organizational culture &innovation capability, providing guidance for managers and policymakers about the research issues so as toenhance innovation efforts within their organizationstoward desired success
