Shahzad Khurram

Bio: Shahzad Khurram is an academic researcher from Air University (Islamabad). The author has contributed to research in topics: Institutional theory & Stakeholder. The author has an hindex of 4, co-authored 10 publications receiving 33 citations.

Taking Stock of the Stakeholder Salience Tradition: Renewing the Research Agenda

Abstract: Mitchell et al.’s (1997) stakeholder salience theory is one of the most prominent contributions to the management literature. Although the stakeholder salience theory is a powerful tool to identify and prioritize stakeholders and is one of the most frequently cited works, efforts to take stock of research in the stakeholder salience tradition have remained limited. In this paper, therefore, the authors conducted a systematic review of articles on stakeholder theory and stakeholder salience and identified 121 relevant research articles. The review shows that following Mitchell et al.’s (1997) original model, the concept of stakeholder salience has evolved remarkably and is being applied in various fields. The authors consolidated and synthesized the existing contributions into three mutually discernible themes: assessment of the salience framework, the refinement and development of the model and the integration of contextual factors. This study provides an organized map to scholars in the stakeholder salie...

The Role of Relationship Conflict and Mindfulness in the Consequences of Task Conflict

Abstract: To date, there is a lack of research that explains the linkages between relationship conflict, task conflict, team mindfulness, perceived stress, and social undermining. In particular, little attention has been paid to these constructions in the context of the virtual workplace. The present study attempts to fill this research gap. The aim of this research is to examine the mediating role of team mindfulness between task conflict and perceived stress. Additionally, it also investigates the moderating role of relationship conflict on task conflict and outcomes including perceived stress and social undermining. Using a structured questionnaire, data were collected from 230 respondents working in virtual work teams of different information and communication technology organizations in Pakistan. The results have shown a significant indirect effect of task conflict on perceived stress through team awareness. Although relationship conflict moderates the relationship between task conflict and perceived stress, it has no impact on the relationship between task conflict and social undermining. The findings of this study have a number of implications for research and human resource managers.

Examining organizational justice, emotional exhaustion and workplace bullying as antecedents of organizational commitment: A developing country’s perspective

Abstract: This study examines the effects of Emotional Exhaustion, Emotional Labor and Workplace Bullying on Organizational Commitment and moderating role of Organizational Justice on these relationships. For this quantitative study of cross-sectional nature, data have been collected from sample of the sales representatives and service employees working in cellular companies of Pakistan. Of 700 questionnaires that were distributed, 335 completely filled questionnaires were returned. Data have been analyzed using SPSS 20 & PROCESS and results suggest a positive relation between Organizational Commitment and Emotional Labor, while Emotional Exhaustion and Workplace Bullying are found negatively correlated to Organizational Commitment. Moreover, Organizational Justice shows moderating effect on Emotional Exhaustion- Organizational Commitment relationship only.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

Ethical theory and stakeholder-related decisions: The role of stakeholder culture

Abstract: textWe use convergent elements of major ethical theories to create a typology of corporate stakeholder cultures—the aspects of organizational culture consisting of the beliefs, values, and practices that have evolved for solving problems and otherwise managing stakeholder relationships. We describe five stakeholder cultures—agency, corporate egoist, instrumentalist, moralist, and altruist—and explain how these cultures lie on a continuum, ranging from individually self-interested (agency culture) to fully other-regarding (altruist culture). We demonstrate the utility of our framework by showing how it can refine stakeholder salience theory.

Fools rush in: Feeling daft can be part of the job, says Jane Bates

Abstract: I had summoned a patient for some investigations without realising at first that she was struggling. Her hands were groping along the wall as if for guidance, her gaze fixed on a point about a foot above my head.