Publications in English

  1. Karbasi, N.‎ S.‎ & Alavi, S.‎ B.‎ (in press).‎ Unveiling the potential of perceived authentic leadership to enhance followers' moral intentions:‎ A self-determination theory perspective.‎ Management Research Review.
  2. Alavi, S.‎ B.‎ (2024)‎.‎ A theoretical analysis of the implications of self-determination theory in explaining the effectiveness of feedback-seeking behaviors and the seeker’s reaction to feedback:‎ A Research Agenda. New Ideas in Psychology, 74, ۱۰۱۰۹۱.
  3. Kamali, A.‎, Alavi, S.‎ B.‎, and Arasti, M.‎ R.‎ (2024)‎.‎ The role of Basic Psychological Needs Satisfaction during the initial use of online teaching platforms on faculty’s continuance intention.‎ International Journal of Educational Management, ۳۸ (۳), ۸۱۹-۸۳۸.
  4. Alavi, S.‎ B.‎ (2024)‎.‎ The making of an authentic leader's internalized moral perspective:‎ The role of internalized ethical philosophies in the development of authentic leader's moral identity. Journal of Business Ethics. ۱۹۰, ۷۷-۹۹.
  5. Rabbani, M.M.‎ & Alavi, S.‎ B.‎ (2023)‎.‎ Does feedback-seeking always improve performance?‎ Investigating the roles of feedback-seeking content and frequency in determining goal achievement and behavior related performance.‎ Foundations of Management. ۱۵, ۷-۲۴.
  6. Kazemi, M.‎ & Alavi, S.‎ B.‎ (2022)‎.‎ Is context important for understanding board leadership?‎ Exploring chairpersons’ leadership roles in board processes of subsidiary companies. Journal of Management and Governance. Online published 26 Nov 2022.‎
  7. Alavi, S. B. & McCormick, J. (2018). Why do I think my team is capable: A study of some antecents of team members’ personal collective efficacy beliefs. Educational Psychology: An International Journal of Experimental Educational Psychology, 38 (9), 1147-1162.
  8. Kazemi, M. & Alavi, S. B. (2017). A Theoretical framework for several antecedents of shared leadershop in corporate board contexts. Iranian Journal of Management Studies, 10 (4), 751-781.
  9. Alavi, S. B. & Gill, C (2017). Leading Change authentically: How authentic leaders influence follower responses to complex change. Journal of Leadership & Organizational Studies, 24 (2), 157-171.
  10. Alavi, S. B. & McCormick, J. (2016). Implications of proxy efficacy for studies of team leadership in organizational settings. European Psychologist, 21 (3), 218-228.
  11. McCormick, J., Alavi, S. B., & Hanham, J. (2015). The importance of context when applying social cognitive theory in organizations. In A. Ortenblad (Ed.), Handbook of Management Ideas and Panaceas, Research Handbooks in Management and Business series, Edward Elgar Publishing.
  12. Alavi, S. B., Bagheri, S. N., Khandan, M. (2015). Proposing the balanced scorecard framework for competency identification:  An Iranian case study in software support industry, Middle East Journal of Management.
  13. Alavi, S. B., Moteabbed, S., & Arasti, M. R. (2012). A qualitative investigation of career orientations of a sample of Iranian software engineers. Scientia Iranica.
  14. Alavi, S. B. & McCormick, J. (2008), The roles of perceived task interdependence and group members' interdependence in the development of collective efficacy in university student group contexts. British Journal of Educational Psychology, 78, 375-393.
  15. Alavi, S. B. & McCormick, J. (2007). Measurement of vertical and horizontal idiocentrism and allocentrism in small groups. Small Group Research, 38 (2), 556-564.
  16. McCormick, J., Barnett, K., Alavi, S. B. & Newcomb, G. (2006). Board governance of independent schools: a framework for investigation. Journal of Educational Administration, 44 (5), 429-445.
  17. Alavi, S. B. & McCormick, J. (2004). A new approach to studying collective orientation in team contexts (Conference paper abstract), International Journal of Psychology, 39(5-6), OCT-DEC 2004.
  18. Alavi, S. B. & McCormick, J. (2004). Theoretical and measurement issues for studies of collective orientation in team contexts. Small Group Research, 35 (2), 111-127.
  19. Alavi, S. B. & McCormick, J. (2004). A cross-cultural analysis of the effectiveness of the Learning Organization model in school contexts. The International Journal of Educational Management, 18(7), 408-416.
  20. Alavi, S. B. (2005). A multilevel approach to studying collective efficacy in organizational change, 2005 Tehran International Management Conference.
  21. Alavi, S. B. & McCormick, J. (2004). A new approach to studying collective orientation in team contexts, 28th International Congress of Psychology, Beijing, China.
  22. Alavi, S. B. & McCormick, J. (2003). Some cultural considerations for applying the Learning Organisation model to Iranian organisations. 2003 Tehran International Management Conference.