Marium Arslan Zuberi’s scientific contributions

There has been a growing interest in studying dysfunctional personality traits in the workplace. In line with this trend, this study examines how the Dark Triad personalities (Machiavellianism, narcissism, and psychopathy) can predict innovative work behavior. Additionally, the study builds on Trait Activation Theory and proposes a moderating effect of training satisfaction on this relationship. The purpose of this study is to understand if the Dark Triad traits predict innovative behavior while simultaneously examining the role of training satisfaction in channeling these traits toward innovative behavior. A questionnaire-based survey was conducted on the five largest telecommunication companies in Pakistan. The data gathered was analyzed using structural equation modeling. Results established a positive relationship between each trait of the Dark Triad and innovative work behavior. Moreover, training satisfaction was found to moderate the relationship between the psychopathy trait and innovative work behavior. In light of these findings, the study contributes to personality-behavior research in organizations by demonstrating that the Dark Triad predicts innovative work behavior in managers and that the innovative behaviors associated with the psychopathy trait can be enhanced in the presence of training satisfaction.

p>This paper discusses the dawn of cognitive neuroscience in management and organizational research. The study does that in two tiers: first, it reviews the interdisciplinary field of organizational cognitive neuroscience and second, it analyzes the role organizational cognitive neuroscience (OCN) could play in reducing counterproductive workplace behaviors (CWB). Theoretically the literature has established the benefits of a neuro-scientific approach towards understanding various organizational behaviors but no research has been done on using organizational neuroscience techniques to study counterproductive work behaviors. This paper however has taken the first step towards this research avenue. The study will shed light on this interdisciplinary field of organizational cognitive neuroscience (OCN) and the benefits that organizations can reap from it with respect to understanding employee behavior. A research agenda for future studies is provided to scholars who are interested in advancing the investigation of cognition in counterproductive work behaviors, also by using neuroscience techniques. The study concludes by providing evidences drawn from the literature in favor of adopting an OCN approach in organizations. </p

This paper discusses the dawn of cognitive neuroscience in management and organizational research. The study does that in two tiers: first, it reviews the interdisciplinary field of organizational cognitive neuroscience, and second, it analyzes the role organizational cognitive neuroscience (OCN) could play in reducing counterproductive workplace behaviors (CWB). Theoretically, the literature has established the benefits of a neuro-scientific approach to understanding various organizational behaviors, but no research has been done on using organizational neuroscience techniques to study counterproductive work behaviors. This paper, however, has taken the first step towards this research avenue. The study will shed light on this interdisciplinary field of organizational cognitive neuroscience (OCN) and the benefits that organizations can reap from it with respect to understanding employee behavior. A research agenda for future studies is provided to scholars who are interested in advancing the investigation of cognition in counterproductive work behaviors, also by using neuroscience techniques. The study concludes by providing evidence drawn from the literature in favor of adopting an OCN approach in organizations.

Purpose It has been established that innovation is determined by leadership and personality characteristics. Further inquiry in this line of research is encouraged. Accordingly, the authors propose inter-correlations between personality, leadership, innovation and job design characteristics. The purpose of this paper is to understand how proactive personality and leader member exchange can derive innovative work behavior, in employees of telecommunication industry, by increasing task feedback and task significance. Design/methodology/approach A deductive approach was used to propose hypotheses. Objective data were collected through a cross sectional survey of 292 samples from three large multinational telecommunication companies located in Islamabad (Pakistan). The survey instrument was a 25-item questionnaire adopted from previously developed and well-validated scales used by prior researches. The survey yielded findings in support of proposed hypotheses of the study. Findings Hierarchical regression analysis yielded findings, which suggested that proactive personality and leader member exchange (LMX) both have a strong positive relationship with innovative work behavior (IWB). Furthermore, task significance and task feedback were found to moderate the aforementioned relationships such that strong leader member exchange and proactive personalities resulted in increased innovative work behavior at higher levels of task feedback and task significance. Practical implications The managers can raise their innovation enhancing strategies one step higher by integrating it with enhanced task feedback and significance. This can be done while working on the relationship of their employees with the leaders/managers and by encouraging proactive personalities at work. Infusing the proposed integrated and holistic framework, of innovative behavior, into their organizations will lead to better retention of key employees, higher job satisfaction and increased loyalty. Originality/value This paper adds significance to the extant literature by examining proactive personality and LMX as determinants of innovative work behavior and the moderating impact of job design characteristics in the context of telecommunication companies, particularly from developing countries, such as Pakistan. To the authors’ knowledge, this is the first study that has tested the interplay between a relational concept of leadership (LMX), proactive personality, task significance and task feedback and the outcome variable innovative work behavior.