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Department of Management

Dr Amir Mehralian

Dr Amir Mehralian

Senior Lecturer in Organisational Studies and Human Resource Management

 Building:One CSAM office, 2nd floor


Building:One,  University of Exeter, Rennes Drive,  Exeter,  EX4 4ST, UK


Amir Mehralian is a Senior Lecturer at the University of Exeter Business School. Prior to his academic appointment at the University of Exeter, Amir was a Senior Lecturer at Nottingham Business School. Prior to this, he was an Associate Professor at Tehran University (Shahid Beheshti) for about 11 years. Amir was a visiting fellow at Beedie School of Business at Simon Fraser University, Canada in 2017. His research focuses on the strategic HR Management, Leadership, and Organisation Change and Innovation in the healthcare setting. He is particularly interested in exploring how and why strategic HRM and leadership drive desired outcomes at organisational, team, and individual levels. His research papers appear in top-tier (i.e., ABS 4*/FT50) management outlets such as Human Resource Management, and British Journal of Management as well as in such mainstream outlets as International Journal of Human Resource Management, Long Range Planning, Journal of Business Research, and Personnel Review among others.


MSc and Ph.D.


Research group links

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Research interests

· Strategic HRM

· Leadership

· Organizational Change and Innovation

· Individual/Group Ambidexterity and Creativity

. Healthcare

If these research areas align with your interests, please contact me to discuss the possibility of PhD supervision.

Research projects

Amir is currently engaged in a diverse range of projects, collaborating with researchers from both the UK and worldwide. His primary research area centres on the healthcare sector, where he explores the dynamic interaction between strategic HRM and leadership, investigating how, why, and when they synergize to drive change and foster innovation across organisational levels. Amir's previous contributions to the said literature include:

1. Adding new insights that different architectures of HR configurations lead to distinct desired outcomes.

2. Expanding the function of strategic HRM beyond the organisation's boundary by enhancing capacity for learning and transformation.
3. Advancing our understanding of how diverse HR systems demand tailored leadership styles to facilitate change and foster innovation.

Amir has a track record of successfully supervising 15 Ph.D. students and currently supervises two Ph.D. students.

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Journal articles

Mehralian G, Farzaneh M, Yousefi N, Haloub R (2024). Driving new product development performance: Intellectual capital antecedents and the moderating role of innovation culture. Journal of Innovation and Knowledge, 9(3). Abstract.
Mehralian G, Yusefi AR, Ahmadinejad P, Bahmaei J, Bordbar S (2024). Investigating the Professional Commitment and its Correlation with Patient Safety Culture and Patient Identification Errors: Evidence from a Cross-Sectional Study from Nurses' Perspectives. The Open Public Health Journal, 17(1).
Mehralian G, Ghaleh HH, Wang P, Moradi M (2023). Expanding Capacity for Learning and Transformation: a New Look from Human Resource Configurations Towards Product Innovation in the Healthcare Industry. BRITISH JOURNAL OF MANAGEMENT  Author URL.
Pak J, Ghaleh HH, Mehralian G (2023). How does human resource management balance exploration and exploitation? the differential effects of intellectual capital‐enhancing HR practices on ambidexterity and firm innovation. Human Resource Management, 62(6), 933-952.
Mehralian G, Sheikhi S, Zatzick C, Babapour J (2023). The dynamic capability view in exploring the relationship between high-performance work systems and innovation performance. International Journal of Human Resource Management, 34(18), 3555-3584. Abstract.
Farzaneh M, Wilden R, Afshari L, Mehralian G (2022). Dynamic capabilities and innovation ambidexterity: the roles of intellectual capital and innovation orientation. Journal of Business Research, 148, 47-59. Abstract.
Mehralian G, Moradi M, Babapour J (2022). How do high-performance work systems affect innovation performance? the organizational learning perspective. Personnel Review, 51(9), 2081-2102. Abstract.
Ghasemzadeh P, Rezayat Sorkhabadi SM, Kebriaeezadeh A, Nazari JA, Farzaneh M, Mehralian G (2022). How does organizational learning contribute to corporate social responsibility and innovation performance? the dynamic capability view. Journal of Knowledge Management, 26(10), 2579-2601. Abstract.
Alipour F, Jamshidizadeh S, Bastani P, Mehralian G (2022). The balanced scorecard as a strategic management tool in hospital pharmacies: an experimental study. J Health Organ Manag, ahead-of-print(ahead-of-print). Abstract.  Author URL.
Farzaneh M, Mehralian G, Isaai MT (2020). Collective knowledge construction: a socio-cognitive approach. VINE Journal of Information and Knowledge Management Systems, 51(4), 573-591. Abstract.
Farzaneh M, Ghasemzadeh P, Nazari JA, Mehralian G (2020). Contributory role of dynamic capabilities in the relationship between organizational learning and innovation performance. European Journal of Innovation Management, 24(3), 655-676. Abstract.
Ghasemzadeh P, Nazari JA, Farzaneh M, Mehralian G (2019). Moderating role of innovation culture in the relationship between organizational learning and innovation performance. Learning Organization, 26(3), 289-303. Abstract.
Mehralian G, Nazari JA, Ghasemzadeh P (2018). The effects of knowledge creation process on organizational performance using the BSC approach: the mediating role of intellectual capital. JOURNAL OF KNOWLEDGE MANAGEMENT, 22(4), 802-823.  Author URL.
Mehralian G, Nazari JA, Zarei L, Rasekh HR (2016). The effects of corporate social responsibility on organizational performance in the Iranian pharmaceutical industry: the mediating role of TQM. JOURNAL OF CLEANER PRODUCTION, 135, 689-698.  Author URL.
Akhavan P, Ramezan M, Moghaddam JY, Mehralian G (2014). Exploring the relationship between ethics, knowledge creation and organizational performance: Case study of a knowledge-based organization. VINE, 44(1), 42-58. Abstract.
Akhavan P, Rahimi A, Mehralian G (2013). Developing a model for knowledge sharing in research centers. VINE, 43(3), 357-393. Abstract.
Mehralian G, Rasekh HR, Akhavan P, Ghatari AR (2013). Prioritization of intellectual capital indicators in knowledge-based industries: Evidence from pharmaceutical industry. INTERNATIONAL JOURNAL OF INFORMATION MANAGEMENT, 33(1), 209-216.  Author URL.
Mehralian G, Rajabzadeh A, Sadeh MR, Rasekh HR (2012). Intellectual capital and corporate performance in Iranian pharmaceutical industry. Journal of Intellectual Capital, 13(1), 138-158. Abstract.


Mehralian G, Wang P (2023). HR Configurations and innovation: a moderated mediation model of capacity for learning and transformation and innovative work behaviour. Academy of Management Proceedings.
Pazouki A, Moradi M, Mehralian G (2022). Enhancing Innovation Performance. How do IC-enhancing HR Practices Work?. Academy of Management Proceedings.
Sheikhi S, Zatzick CD, Heidarian Ghaleh H, Mehralian G (2022). High-Performance Work Systems and Innovation Performance Link: How Dynamic Capabilities Mediate. Academy of Management Proceedings.
Heidarian Ghaleh H, Moradi M, Mehralian G (2022). Is the Synergism Between SHRM and Firm Ambidexterity Still of a Matter?. Academy of Management Proceedings.
Mehralian G, Aghakhani H, Akhgari M (2018). How does Organizational Climate work in small businesses?. Academy of Management Proceedings.

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External Engagement and Impact

External positions

  • Academic of Management (AOM)
  • Academic associate of the Chartered Institute of Personnel and Development (CIPD)
  • Board of Health Policy and Planning, World Health Organisation (WHO)
  • Senior Associate Editor of BMC Health Service Research; Work and Organisation Section
  • Editorial Review Panel, Group & Organisation Management (GOM)
  • Editorial Review Panel, Journal of Business Research (JBR)
    Editorial Review Panel, Journal of Health Organization and Management

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Amir teaching interest lies in Strategic HRM and International HRM, where he employs a teaching style centered on case-based and practice-based learning. Through his research-led teaching, students acquire vital skills, such as problem-solving, critical thinking, cultural competence, and hands-on experience, which prepare them for diverse career opportunities and leadership roles in the field. What enriches Amir teaching depth is his vast experience collaborating with industry and regulatory bodies, which allows him to bring first-hand knowledge and insights directly into the classroom. This perspective enables students to not only grasp theoretical concepts but also better engage with them by relating to real-world scenarios and challenges. Through this dynamic fusion of theory and practical experience, he empowers students to excel in the ever-evolving landscape of HRM, equipping them with the skills and knowledge needed to thrive in their future careers and leadership roles.



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