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Sharon Kaye Parker is an Australian academic and John Curtin Distinguished Professor in organisational behaviour at Curtin University. Parker is best known for her research in the field of work design, as well as other topics such as proactivity, mental health and job performance. She is a Fellow of the Academy of the Social Sciences in Australia, a Fellow of the Society for Industrial and Organisational Psychology, and in 2016 was a recipient of the Australian Laureate Fellowship. Parker's research has been cited over 28,000 times internationally and she has been recognised as one of the world's most influential scientists in the 2019 Highly Cited Researchers by Clarivate, as well as the 2020 World's Top 2% Scientists list by Stanford University.

Parker is currently the Director of the Centre for Transformative Work Design within the Future of Work Institute at the Curtin Business School at Curtin University. Additionally, she is the Chief Investigator of the Organisations & Mature Workforce stream of the ARC Centre of Excellence in Population Ageing Research (CEPAR). She has served on numerous editorial boards and is a former Associate Editor for the Academy of Management Annals and the Journal of Applied Psychology.

Parker is the co-founder of the higher successful Thrive at Work initiative designed to improve mental health at work. She has also published high-impact articles in the Harvard Business Review, The Conversation, and other practitioner outlets and has contributed to various government inquiries and policy reviews. Parker was the lead consultant on the national Good Work Design initiative, SafeWork Australia, and is a member of the National Mental Health Commission National Workplace initiative. She established the highly successful Women in Research initiative to support academic women.

Awards and honours

 * 2016: Academy of Management Organisational Behaviour Division Mentoring Award
 * 2016: Australian Laureate Fellowship (Kathleen Fitzpatrick Award)

Notable publications

 * Parker, S. K. (1998). Enhancing role breadth self-efficacy: The roles of job enrichment and other organizational interventions. Journal of Applied Psychology, 83(6), 835–852. https://doi.org/10.1037/0021-9010.83.6.835
 * Parker, S. K. (2000). From passive to proactive motivation: The importance of flexible role orientations and role breadth self‐efficacy. Applied Psychology, 49(3), 447-469. https://doi.org/10.1111/1464-0597.00025
 * Parker, S. K. (2003). Longitudinal effects of lean production on employee outcomes and the mediating role of work characteristics. Journal of Applied Psychology, 88(4), 620–634. https://doi.org/10.1037/0021-9010.88.4.620
 * Parker, S. K. (2014). Beyond motivation: Job and work design for development, health, ambidexterity, and more. Annual Review of Psychology, 65. https://doi.org/10.1146/annurev-psych-010213-115208
 * Parker, S. K., & Axtell, C. M. (2001). Seeing another viewpoint: Antecedents and outcomes of employee perspective taking. Academy of Management Journal, 44(6), 1085-1100. https://doi.org/10.5465/3069390
 * Parker, S. K., Axtell, C. M., & Turner, N. (2001). Designing a safer workplace: Importance of job autonomy, communication quality, and supportive supervisors. Journal of Occupational Health Psychology, 6(3), 211. https://doi.org/10.1037/1076-8998.6.3.211
 * Parker, S. K., Bindl, U. K., & Strauss, K. (2010). Making things happen: A model of proactive motivation. Journal of Management, 36(4), 827-856. https://doi.org/10.1177/0149206310363732
 * Parker, S. K., Chmiel, N., & Wall, T. D. (1997). Work characteristics and employee well-being within a context of strategic downsizing. Journal of Occupational Health Psychology, 2(4), 289. https://doi.org/10.1037/1076-8998.2.4.289
 * Parker, S. K., Griffin, M. A., Sprigg, C. A., & Wall, T. D. (2002). Effect of temporary contracts on perceived work characteristics and job strain: A longitudinal study. Personnel Psychology, 55(3), 689-719. https://doi.org/10.1111/j.1744-6570.2002.tb00126.x
 * Parker, S. K., Morgeson, F. P., & Johns, G. (2017). One hundred years of work design research: Looking back and looking forward. Journal of Applied Psychology, 102(3), 403. https://doi.org/10.1037/apl0000106
 * Parker, S. K., & Sprigg, C. A. (1999). Minimizing strain and maximizing learning: The role of job demands, job control, and proactive personality. Journal of Applied Psychology, 84(6), 925. https://doi.org/10.1037/0021-9010.84.6.925
 * Parker, S. K., & Wall, T. D. (1998). Job and work design: Organizing work to promote well-being and effectiveness. Sage.
 * Parker, S. K., Williams, H. M., & Turner, N. (2006). Modeling the antecedents of proactive behavior at work. Journal of Applied Psychology, 91(3), 636. https://doi.org/10.1037/0021-9010.91.3.636
 * Parker, S. K., Wall, T. D., & Cordery, J. L. (2001). Future work design research and practice: Towards an elaborated model of work design. Journal of Occupational and Organizational Psychology, 74(4), 413-440. https://doi.org/10.1348/096317901167460
 * Parker, S. K., Wall, T. D., & Jackson, P. R. (1997). “That's not my job”: Developing flexible employee work orientations. Academy of Management Journal, 40(4), 899-929. https://doi.org/10.5465/256952