University-industry collaboration plays a vital role in nation’s innovation system. This study presents an empirical analysis of R & D collaboration between university and industry. The literature focused on the all those factors including firm size, firm’s innovation activity and openness of the firm affecting university-industry collaboration. Primary data is used and sample contains 15 industrial sectors of Pakistan according to market capitalization at the time of data collection. The empirical results of the study suggest that firm’s size, number of employees and openness of the firm have positive impact on uni-industry collaboration for R & D projects. Whilst annual budget of the firms is found to have negative relationship with R & D collaborations and larger firms are found to be less efficient in taking advantages of R & D collaboration with universities because larger firms have more spending on their fixed costs as they have participated in so many R & D activities.

This study focuses on the importance of growth models, growth strategies, role of knowledge management system in the formulation of effective strategy for the enterprises following growth. Choice of an appropriate growth strategy is at the heart of any successful entrepreneurial venture. Selection of a strategy may be effective for one entrepreneur while it is not for other. Choice of Growth Strategy depends on various different factors, organisational context and environment which may vary from enterprise to enterprise. Resource based view is very important consideration for the entrepreneurs on the path of growth. Evaluation of all kind of resources helps them to grow their enterprises successfully. Selection of an appropriate growth strategy allows the entrepreneurs in overcoming growth challenges and avoiding the growth reversals and setbacks.

The objective of the study is to examine the relationship between knowledge management practices and the organizational performance of Pakistan’s telecommunication. The study is based on primary data collected from two hundred and ten (out of three hundred questionnaires) middle level managers of different telecommunications located in Rawalpindi & Islamabad cities of Pakistan. A self designed questionnaire was used for data collection. The data was analyzed using the techniques of multiple regression analysis. All the findings were tested at 0.01 and 0.05 level of significance. The result demonstrates that knowledge management practices have positive and significant impact on organizational performance, which reflects that organizations that prefer knowledge management practices get beneficial outcomes than their competitors. The commencement of the five facets formulates it easier for the management to centre their attentiveness on them, assuring the particular behaviors to bring out to commence them.

This study empirically examines the relationship between altruism, conscientiousness, and civic virtue, three of the antecedents of organizational citizenship behavior, in higher education institutes in the Khyber Pakhtonkhuwa Province (KPK) of Pakistan. The study is based on primary data collected from ninety-five employees of various institutes in Pakistan. The data is analyzed using the techniques of rank correlation coefficient and multiple regression analysis. All the findings are tested at 0.01 and 0.05 levels of significance. The result concludes that altruism, conscientiousness, and civic virtue have strong positive impacts on the organizational citizenship behavior in the context of higher education institutes in Pakistan.

The study of culture, gender and leadership behavior has received much interest from researchers during the last three decades. This paper attempts to propose a conceptual framework consisting three human resource management (HRM) practices (culture, gender and leadership styles) and to explain the relationship among these variables. Culture plays an important role to adopt different leadership styles because it influences the way in which individuals, groups and teams interact with each other and cooperate to achieve organizational goals. The seven cultural elements are measured in the current study i.e., i) member identity ii) rewards criteria iii) team emphasis iv) means-end orientation v) control vi) unit integration and vii) risk/ conflict tolerance. Results show that the culture has a significant influence on male leaders to adopt different leadership styles, but female leaders likely participative in their leadership positions and try to adopt democratic leadership in different cultures.