Adjunct Professor Muayyad Jabri

Adjunct Professor - UNE Business School

Muayyad Jabri

Phone: +61 2 6773 2051

Email: mjabri@une.edu.au

Biography

Muayyad's research focuses on the management of change. As a Visiting Professor in a number of universities in Europe and the People's Republic of China (1997-2001), he has developed a keen interest in the philosophy of change as inspired by the work Mikhail Bakhtin. Before joining the University of New England in Australia, Muayyad held teaching positions in the University of Wollongong and the Manchester Business School.

His current research is on dialogue applied to change management. His work has been translated into Japanese, German, and Spanish. His research has received the best paper award at the American Academy of Management. Muayyad’s work has appeared in leading journals, including: Philosophy of Management, Journal of Organizational Change Management, Journal of Management Education, Journal of Organizational Behaviour, and the British Journal of Management, He has consulted on team design and the management of organizational change with several organizations, including Amersham International, Pfizer, and ICI Pharmaceuticals.

Editorial Review Boards

  • Journal of Management Development, 2003-present.
  • Leadership and Organization Development Journal, 2005-present.
  • Journal of Change Management, 2013-present.

Qualifications

M.Soc.Sc. (Birmingham Business School, University of Birmingham)
PhD (Manchester Business School, University of Manchester)

Publications

Books

Jabri, Muayyad. (2016). Rethinking Organizational Change: The Role of Dialogue, Dialectic & Polyphony in the Organization. New York: Routledge. Print.

Jabri, M. (2015). Rethinking Organizational Change: The Role of Dialogue, Dialectic & Polyphony. Routledge. (ISBN 9781315713045).

Jabri, M. (2012). Managing Organizational Change: Process, Social Construction and Dialogue. Palgrave Macmillan. ISBN 978-0-230-24408-5.

Selected Refereed Journal Articles

Helin, J. and Jabri, M. (2015). Family Business succession in dialogue: The case of differing backgrounds and views International Small Business Journal, (accepted for publication).

Jabri, M. (2010). Utterance as a tool for change agents: Implications based on Bakhtin, Journal of Management Development, 29, 6, 535-44.

Jabri, M. (2010). Crossing the bridge from sameness to narrative understanding: A proposed model for interpreting cross-cultural comparisons, European Journal of Cross-Cultural Competence and Management, 1, 2, 197-211.

Jabri, M. (2009). Promoting exchange between East and West management cultures: The role of dialogue, Journal of Management and Organization, 15, 514-23.

Jabri, M., Adrian, A., and Boje, D. (2008). Reconsidering the role of conversations in change communication: A contribution based on Bakhtin, Journal of Organizational Change Management, 21, 6, 667-85.

O'Neill, A. and Jabri, M. (2007). Legitimation and group conversational practices: Implications for managing change, Leadership & Organization Development Journal, 28, 6, 571-88.

Jabri, M. (2006). Narrative genre, social context, and the management of people: Intimations from the PRC Asia Pacific Journal of Human Resource, 44, 3, 364-73.

Jabri M. (2005). Text-context Relationships and Their Implications for Cross Cultural Management International Journal of Cross Cultural Management,5, 3, 349-60.

Jabri, M. (2005). Narrative identity achieved through utterances: Implications for management and dialogue. Philosophy of Management, 5, 3: 47-54.

Jabri, M. (2004). Change as shifting identities: A dialogic perspective. Journal of Organizational Change Management, 17, 566–77.

Jabri, M. (2004). Team feedback based on dialogue: Implications for change management. Journal of Management Development, 23, 141-51.

Jabri, M. and Pounder, J. (2001). The management of change: A narrative perspective on management development. Journal of Management Development, 20, 428–38.

Jabri, M. (2000). The role of narratives in international business communication: A critical analysis. In M. A. Rahim, Robert Golembiewski, and Kenneth Mackenzie (Eds.), Current Topics in Management, 5, 307–324. JAI Press.

Jabri, M. (1997). Pairing myth with type of change: Implications for change communication.  Journal of Organizational Change Management, 10, 1, 23–31.

Jabri, M. (1997). Resuscitating climate audits: Implications for the management of change. Journal of Contemporary Issues in Business and Government, 3, 75–80.

Jabri, M. (1997). Modes of classroom delivery of organizational theory: Implications for management education. Journal of Management Education, 21, 4, 509–21.

Zain, O.M. and Jabri, M. (1996). The antecedents of organizational loyalty. Journal of Management, 15, 2, 63–90.

Jabri, M. (1994). Towards a phenomenological mode of classroom delivery in MBA education. In G. Gerber, Phenomenography: Philosophy and Practice, 219–27.

Jabri, M. (1992). Job satisfaction and job performance among R & D scientists: The moderating influence of perceived appropriateness of task allocation decisions. Australian Journal of Psychology, 44, 2, 95–99.

Jabri, M. (1991). The development of conceptually independent subscales in the measurement of modes of problem solving. Journal of Educational and Psychological Measurement, 52, 975–983.

Jabri, M. (1991). Personnel selection using Insight-C: An application based on Analytic Hierarchy Process (AHP). Journal of Business and Psychology, 5, 2, 281–285.

Payne, R. L., Lane, D. and Jabri, M. (1990). A two dimensional person-environment fit analysis of the performance, effort and satisfaction of research scientists. British Journal of Management, 1, 45–57.

Jabri, M. (1990). Mixing and matching of managerial decision styles, Advance, 6, 3.

Jabri, M. (1988). A new scale for the measurement of innovativeness amongst research and development scientists. Psychological Reports, 62, 951–952.

Payne, R. L., Jabri, M. and Pearson, A. (1988). On the importance of knowing the affective meaning of job demands. Journal of Organizational Behavior, 9, 149–158.

Jabri, M. (1987). Factorial validity of the job associate-bisociate review index, Library of Congress Cataloguing Journal, 51, 2, 1–21.

Jabri, M. (1986). Development and use of organizational climate mapping in research and development teams. Journal of R & D Management, 16, 37–43.

Jabri, M. (1986). The relationship between job satisfaction and performance of industrial R & D professionals: An exploration of the moderating role of job autonomy. European Management Forum, 6, 185–198.

Jabri, M., Payne, R. L. and Pearson, A. W. (1986). Cultural and organizational aspects of project management. In M. Grool, (Ed.), Project management in progress: Strategies for the nineties (pp. 192–210). Elsevier Science Publications.

Jabri, M. (1985). Organizational climate of team leaders in R & D: Demands, supports & constraints. In J. Riis, and J. Lauridsen (Eds.), Project management: Tools and visions (pp. 309–321). Forlag Publications.

Memberships

  • Inaugural member of the British Academy of Management.
  • Inaugural member, International Association for Chinese Management Scholars.
  • Member of the R&D Management Association.
  • Member of the Academy of Management
  • Member of the Association for Psychological Type.
  • Accredited Practitioner: Myers-Briggs (MBTI).
  • Accredited Practitioner: Kirton Adaption-Innovation (KAI).