Tamer K Darwish

Professor of HRM

University of Gloucestershire - Oxstalls Campus

United Kingdom

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Professor Tamer K Darwish is a faculty member in the School of Business at the University of Gloucestershire, located in the United Kingdom. His research focuses on Human Resource Management (HRM), including the role of informal networks, performance measurement, and organizational behavior. Recent publications explore themes such as psychological well-being in management, institutional incoherence in HRM, and the application of big data analytics in supply chains.

Tamer K Darwish

Research Interests

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Articles (19)

How do discretionary HR practices promote organizational citizenship behavior toward individuals? The roles of psychological meaningfulness and job embeddedness

Leveraging animal feed supply chain capabilities through big data analytics: a qualitative study

Beyond bias in performance measurement and rewards practices: the role of informal networks in social inequality within global professional service firms

When Performance Appraisals Fail: Emotion Regulation and the Direction of Organizational Routines

The pursuit of individual ambidexterity by middle managers and their psychological well‐being

Managing upward and downward through informal networks in Jordan: The contested terrain of performance management

HR directors in India: navigating institutional incoherence for HRM stability and change

Board characteristics and sustainability in higher education institutions: The case of the United Kingdom

HRM, institutional complementarities, and performance: The case of the healthcare sector in Jordan

Cross‐Country Analysis of HRM Parameters in Emerging Markets: An Assessment of Measurement Invariance

Talent management in the public sector: empirical evidence from the Emerging Economy of Dubai

The impact of healthcare board characteristics on NHS trust performance

IFRS compliance in GCC countries: Do corporate governance mechanisms make a difference?

Perceived training opportunities and knowledge sharing: the case of the United Arab Emirates

Human Resource Management and Organisational Performance: The Mediating Role of Social Exchange

The Impact of Leadership on Absorptive Capacity: New insights from the UAE

Human Resource Management in India: Performance and Complementarity

Indigenization of staffing in MNEs: The case of Saudi Arabia

Organizational Learning of Absorptive Capacity and Innovation: Does Leadership Matter?

Collaborators (3)

Georgios Batsakis

Osama Khassawneh

David Dawson

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