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Drawing on social exchange literature, this study explores the mediating role of affective commitment between employees' assessments of contract breaches and opportunistic silence, along with the invigorating effect of hostile attribution bias.

We tested the hypotheses using multi-wave data collected from employees working in higher education institutions in Pakistan.

Perceived contract breaches elicit intentional, selfish and retaliatory motives of silence, largely because employees lack emotional attachments to their organization. This mechanism is more prominent among employees who tend to blame others and perceive them as antagonistic even when they are not.

For human resource managers, this investigation highlights a crucial feature – affective commitment – by which employees' perceptions of psychological contract breaches facilitate opportunistic silence. Our results suggest that this process is more likely to intensify when employees have distorted thinking, motivating them to attribute the worst motives to their employer's actions.

Perceived contract breaches within universities can have far-reaching societal consequences, affecting trust, reputation, economic stability, and the overall quality and accessibility of education and research. Addressing and preventing such breaches is essential to maintaining the positive societal role of universities.

This study provides novel insights into the process that underlies the connection between perceived contract breach and opportunistic silence by revealing the hitherto overlooked role of employees' hostile attribution bias, which renders them more susceptible to experiencing unfavorable forms of social exchange.

With a basis in social identity and equity theories, this study investigates the relationship between employees' perceptions of organizational injustice and their knowledge hiding, along with the mediating role of organizational dis-identification and the potential moderating role of benevolence.

The hypotheses were tested with three-wave survey data collected from employees in Pakistani organizations.

The experience of organizational injustice enhances knowledge hiding because employees psychologically disconnect from their organization. This mediation by organizational dis-identification is buffered by benevolence or tolerance for inequity, which reduces employees' likelihood of reacting negatively to the unfavourable experience of injustice.

For practitioners, this study identifies organizational dis-identification as a key mechanism through which employees' perceptions of organizational injustice spur their propensity to conceal knowledge, and it reveals how this process might be mitigated by a sense of obligation to contribute or “give” to organizational well-being.

This study establishes a more complete understanding of the connection between employees' perceptions of organizational injustice and their knowledge hiding, with particular attention devoted to hitherto unspecified factors that explain or influence this process.

Despite the extent of working from home (WFH) during the coronavirus disease 2019 (COVID-19) pandemic, research exploring its positive or negative effects is exceptionally scarce. Unlike the traditional positive view of WFH, the authors hypothesize that WFH during the COVID-19 pandemic has triggered work–life imbalance and work–family conflict (WFC) for employees. Furthermore, the authors suggest that work–life imbalance and WFC elicit burnout in employees.

Using a time-lagged design, the authors collected data in three waves during the peak of the first wave of the COVID-19 pandemic to test the authors' hypotheses.

Overall, the authors found good support for the proposed hypotheses. WFH had a significant positive relationship with burnout. WFH was negatively related to work–life balance (WLB) and positively related to WFC. Both WLB and WFC mediated the effects of WFH on burnout.

This is one of the earliest studies to explore the harmful effects of involuntary WFH and identify the channels through which these effects are transmitted. The practical implications can help managers deal with the adverse effects of WFH during and after the COVID-19 crisis.

The authors' results significantly contribute to the research on WFH and burnout and present important implications for practice and future research.

Anchored in a social control theory framework, this study aims to investigate the mediating effect of defensive silence in the relationship between employees' perception of supervisor ostracism and their creative performance, as well as the buffering role of proactivity in this process.

The hypotheses were tested using three-wave survey data collected from employees in North American organizations.

The authors found that an important reason for supervisor ostracism adversely affecting employee creativity is their observance of defensive silence. This mechanism, in turn, is less prominent among employees who show agency and change-oriented behavior (i.e. proactivity).

For practitioners, this study identifies defensive silence as a key mechanism through which supervisor ostracism hinders employee creativity. Further, this process is less likely to escalate when their proactivity makes them less vulnerable to experience such social exclusion.

This study establishes a more complete understanding of the connection between supervisor ostracism and employee creativity, with particular attention to mediating mechanism of defensive silence and the moderating role of proactivity in this relationship.

With a theoretical anchoring in the conservation of resources (COR) theory, this study investigates how employees' exposure to abusive supervision ultimately might lead to enhanced supervisor ratings of their job performance because employees react with defensive silence. Employees' neuroticism also might catalyze this process.

Multi-source, three-wave data were collected from employees and their supervisors in the power-distant, collectivistic country of Pakistan.

Beliefs about the presence of verbally abusive leaders, somewhat ironically, mitigate the risk of diminished supervisor-rated performance evaluations to the extent that those beliefs prompt employees to engage in self-protective behaviors to avoid confrontations with the abusive leaders. This mediating role of defensive silence is invigorated to the extent that employees' personalities make them more sensitive to stressful work situations.

For practitioners, this study identifies self-protective silence as a key, potentially worrisome mechanism that employees in power-distant, collectivistic countries may use to avoid negative performance ratings by leaders they perceive as abusive, and it reveals how this process tends to vary across different employees.

This research cites a critical, unexplored factor through which verbally abused employees can avoid negative performance evaluations, by engaging in defensive silence, not only as a potentially detrimental solution but also as an effective short-term solution. It further clarifies that this process is more likely to occur among neurotic employees.

The purpose of this study is to investigate the relationship between employees’ experience of interpersonal conflict and their engagement in knowledge hiding, according to a mediating effect of their relatedness need frustration and a moderating effect of their narcissistic rivalry.

The tests of the hypotheses rely on three-wave, time-lagged data collected among employees in Pakistan.

A critical reason that emotion-based fights stimulate people to conceal valuable knowledge from their coworkers is that these employees believe their needs for belongingness or relatedness are not being met. This mediating role of relatedness need frustration is particularly salient among employees who are self-centered and see others as rivals, with no right to fight with or give them a hard time.

The findings indicate how organizations might mitigate the risk that negative relationship dynamics among their employees escalate into dysfunctional knowledge hiding behavior. They should work to hire and retain employees who are benevolent and encourage them to see colleagues as allies instead of rivals.

This research unpacks the link between interpersonal conflict and knowledge hiding by explicating the unexplored roles of two critical factors (relatedness need frustration and narcissistic rivalry) in this relationship.

With a basis in affective events theory, this study aims to investigate the mediating role of anger in the relationship between employees’ exposure to workplace bullying and their engagement in deviant behaviours, as well as the invigorating role of their neuroticism in this process.

Three-wave, time-lagged data were collected from employees and their peers in a sample of Pakistani organizations.

Workplace bullying spurs interpersonal and organizational deviance because it prompts feelings of anger in employees. This mechanism is more prominent among employees with high levels of neuroticism.

This study reveals that the experience of anger is a key feature by which bullying behaviours steer employees towards counterproductive work behaviours, and this harmful process is more likely to escalate when employees’ personality makes them more vulnerable to emotional distress.

This study seeks to unpack the relationship between employees' exposure to workplace bullying and their turnover intentions, with a particular focus on the possible mediating role of perceived organizational politics and moderating role of creativity.

The hypotheses are tested with multi-source, multi-wave data collected from employees and their peers in various organizations.

Workplace bullying spurs turnover intentions because employees believe they operate in strongly politicized organizational environments. This mediating role of perceived organizational politics is mitigated to the extent that employees can draw from their creative skills though.

For managers, this study pinpoints a critical reason – employees perceive that they operate in an organizational climate that endorses dysfunctional politics – by which bullying behaviors stimulate desires to leave the organization. It also reveals how this process might be contained by spurring employees' creativity.

This study provides novel insights into the process that underlies the connection between workplace bullying and quitting intentions by revealing the hitherto overlooked roles of employees' beliefs about dysfunctional politics and their own creativity levels.

The aim of this study is to test a holistic model that investigates the direct influence of service quality on building consumer based brand equity, along with the mediating role of corporate credibility and perceived value.

A self‐administrated questionnaire was used to collect data from the customers of local and foreign banks in the Islamabad and Rawalpindi regions of Pakistan. The hypothesized relationships were tested using structural equation modeling procedure.

The results suggest that perceived value and corporate credibility fully mediate the relationship between perceived service quality and consumer based brand equity.

This study is managerially important for two reasons. First, it will help managers to focus on a more integrated and holistic approach in building consumer based brand equity of their service firms. Second, it will provide clear guidelines for managers regarding how investments in different aspects of important marketing constructs can influence consumer preferential relations with a brand.

This research is probably the first to investigate a holistic model that explores the causal relationships among service quality, perceived value, corporate credibility and consumer based brand equity of service organizations.