Given the dynamic nature of business and need to respond to external environmental factors, organisations (corporations, government agencies, unions and NGOs) face challenges, including managing individual and team performance, constant upskilling and reskilling to keep ahead of competition, and the need to strategically align human resources with broader organisational goals.  A major expectation of organisational leaders and human resource management is to provide direction; thus, leaders have important roles in managing constantly evolving programs of change.

Areas of research

  • Attitudes to organisational change
  • Careers and career development
  • Employee attributions about organisational change
  • Employee emotional responses to organisational change
  • High-performance workplaces
  • Human resource information systems and eHRM
  • Influence of change processes, change content, and change context on change outcomes
  • International human resource management
  • Intra- and inter-firm knowledge transfer and absorption
  • Leadership during organisational change
  • Line managers and frontline managers
  • Organisational discourse analysis
  • Performance in teams
  • Psychological contracts
  • Transformational and authentic leadership
  • Women in international management

Managing change at work

Professor Brad Jackson discusses how organisations can manage change at work by recognising and developing the collective nature of leadership.

Members undertaking research in this area

Recent projects

Recent research outputs

  • Bednall, T. C., Rafferty, A., Shipton, H., Sanders, K., & Jackson, C. J. 2018, 'Innovative behaviour: How much transformational leadership do you need?', British Journal of Management, 29(4), pp. 796-816.
  • Brandis, S., Schleimer, S., & Rice, J. 2019, '“Pixie dust”: The moderating effect of reflexivity on patient safety culture and quality patient care', Journal of Health Organization and Management, 33(5), pp. 635-646.
  • Caffersky, K., Heffernan, M., Harnety, B., Dundon, T., & Townsend, K. 2018, 'Perceptions of HRM system strength and affective commitment: The role of human relations and internal process climate', The International Journal of Human Resource Management, pp. 1-23.
  • Chu, M. L., Creed, P. A., & Conlon, E. G. 2019. 'Work–study boundary congruence, contextual supports, and proactivity in university students who work: A moderated-mediation model', Journal of Career Development, DOI: 10.1177/0894845319830253.
  • Creed, P.A., Hood, M., & Hu, S. 2019, 'Job crafting by students who work and study', International Journal for Educational and Vocational Guidance, DOI: 10.1007/s10775-019-09406-2.
  • Floris, M., Grant, D., & Oswick, C. 2019, ‘A discourse perspective on creating organizational knowledge: The case of strategizing’, in Zilber, T., Amis, J., & Mair, J. (eds) The Production of Managerial Knowledge and Organizational Theory: New Approaches to Writing, Producing and Consuming Theory (Research in the Sociology of Organizations, Vol. 59), Emerald Publishing Limited, pp. 141-156.
  • Hutchings, K., & McNulty, Y. 2018, 'Split family expatriation: Perspectives from expatriates and their career spouses' in McNulty, Y. (ed) Research Handbook of Global Families: Implications for International Business, Cheltenham, UK: Edward Elgar.
  • Kim, M., & Beehr, T. A. 2020, 'The long reach of the leader: Can empowering leadership at work result in enriched home lives?', Journal of Occupational Health Psychology, Advance online publication, DOI: 10.1037/ocp0000177.
  • Raelin, J. A., Kempster, S., Youngs, H., Carroll, B., & Jackson, B. 2018, 'Practicing leadership-as-practice in content and manner,' Leadership, 14(3), pp. 371–383.
  • Rafferty, A. E., & Minbashian, A. 2019, 'Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change supportive behaviors', Human Relations, 72(10), pp.1623–1650.
  • Rafferty, A. E., & Jimmieson, N. L. 2017, 'Subjective perceptions of organizational change and employee resistance to change: Direct and mediated relationships with employee well-being', British Journal of Management, 28(2), pp. 248-264.
  • Schleimer, S., & Faems, D. 2016, ‘Connecting interfirm and intrafirm collaboration in NPD projects: Does innovation context matters?, The Journal of Product Information Management, 33(2), pp. 154–165.
  • Sheppard, S., Hood, M., & Creed, P. A. 2019. 'An identity control theory approach to managing career identity in emerging adults', Emerging Adulthood, DOI: 10.1177/2167696819830484.
  • Torugsa, N., & O’Donohue, W. 2019, 'Managing knowledge-related barriers to technological innovation through exploitative and explorative organisational strategies', International Journal of Innovation Management, 23(4), pp. 1-20.

A comprehensive list of outputs can be found at our member’s Griffith Experts links above.

More information

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