People and organisational knowledge
Psychology, human resources, knowledge management, talent and organisational behaviour supply connected perspectives on people at work.
The work behind the polymath profile
Dr. Zabeda Binti Abdul Hamid
Simultaneous Integrative Institutional-Humanist Polymath
Dr. Zabeda’s portfolio brings psychology and human-resource management into research, teaching, programme leadership, executive learning, accreditation and community service. Her strongest synthesis concerns how people learn, share knowledge and lead within institutions.
Why this type fits
Why the symposium uses this description.
The portfolio supports integrative polymathic practice across psychology-informed organisational scholarship, education and institution-building. Its strength is sustained research applied through programmes and assessment. The many related management subjects are treated as a connected cluster, rather than counted as separate fields for every appointment or publication.
How the evidence is organised
We use three lenses: breadth considers the variety of substantive work; depth looks for sustained knowledge, responsibility and outputs; synthesis looks for a useful connection between fields. These lenses draw on research by Michael Araki. They are used here for a portfolio analysis, not a psychometric test or professional accreditation. The complete record below retains every numbered point from the member’s professional profile. Some points support more than one lens; related roles, awards and records are not counted as separate disciplines. Source labels distinguish linked records, supplied professional information and proposals. A point’s inclusion does not imply equal expertise in every area. The descriptions used by this symposium distinguish a supported polymathy case from specialist-led interdisciplinary practice. The explanations are editorial interpretations of the visible record, not independent certifications. No IQ score, personality inference or AI-generated ranking is used as proof.
Research behind the framework ↓01 · Breadth
Where the work reaches.
Institutional and international practice
Programme leadership, internationalisation, executive placements and accreditation apply those perspectives in different institutional settings.
Professional and community service
Scholarship assessment, reviewing, training, community activity and society service extend the contexts in which that knowledge is used.
02 · Depth
Where the foundation is strongest.
Sustained academic development
Her qualifications and long IIUM appointment establish an academic anchor in psychology, HRM and knowledge management.
Research and supervision
Publications, grants and doctoral supervision give a more substantial depth record than a list of interests alone.
Peer and teaching recognition
Research medals, teaching awards, assessment responsibilities and editorial work provide evidence of sustained professional contribution.
03 · Synthesis
Where the fields become useful together.
People, knowledge and performance
The research themes connect psychological and organisational processes to knowledge sharing, leadership and institutional outcomes.
Research translated into executive learning
The Asia Business Leader work connects academic research, placements, business plans and leadership development.
Human development within institutional design
Curriculum, accreditation, training and community work connect standards and systems with the experience of learners and employees.
04 · Pattern over time
Simultaneous, serial—or a mixture?
Substantial documented overlap, with successive leadership posts
The dated record shows research and teaching continuing alongside programme coordination, external assessment and executive learning. Several administrative posts were held successively, so they should not all be treated as current appointments. The combination is a career with both simultaneous activity and serial transitions.
Simultaneous / concurrent: substantive activity in more than one field during an overlapping period.
Serial / sequential: substantial work in different fields across successive phases of a career.
These are working descriptions of timing, not a hierarchy of “proper” and lesser polymaths. Both patterns can involve breadth, depth and synthesis. A role list without dates cannot establish overlap by itself.
- 1996–2005
- 2005–2015
- 2017–2024
- 2025 / current profile
05 · Complete profile map
Every point. Its place in the case.
The numbering follows the professional profile. Open a point to read the original account, its sources and the interpretation used here.
33 of 33 profile points shown
01Academic appointment at IIUM
Academic practice IIUM profile linked
Assistant Professor in the Department of Business Administration, Faculty of Economics and Management Sciences, IIUM since 2005. Previously Lecturer in the department from 1998 to 2005. IIUM staff profile.
Sources: IIUM staff profile
What this contributes to the case
A sustained academic appointment establishes continuity in the main professional field.
02Academic qualifications
Psychology · HRM · knowledge IIUM qualifications linked
PhD in Human Resource Management (Knowledge Management), University of Strathclyde (2005); MSc in Human Resource Management (Employee Assistance Programmes), Robert Gordon University (1997); and B.HSc. (Hons.) in Psychology, IIUM (1996).
Sources: IIUM staff profile
What this contributes to the case
The qualifications show a progression from psychology to HRM and knowledge management. These are related foundations, not three unrelated careers.
03Postgraduate coordination
Postgraduate education IIUM role record linked
Postgraduate Coordinator in IIUM’s Department of Business Administration since May 2025.
Sources: IIUM staff profile
What this contributes to the case
Coordination brings academic standards, learner support and programme operations into one responsibility.
04Faculty internationalisation leadership
Internationalisation IIUM role record linked
Head of Internationalisation and Global Networks, Kulliyyah of Economics and Management Sciences, 2019–2021.
Sources: IIUM staff profile
What this contributes to the case
International networks extend institutional work across countries and partnerships.
05Graduate School of Management leadership
Academic administration IIUM role history linked
Deputy Director, IIUM Graduate School of Management (2013–2015); Deputy Director at CRESCENT’s Graduate School of Management (February–October 2017).
Sources: IIUM staff profile
What this contributes to the case
Graduate-school leadership applies knowledge of people and programmes to institutional operations; the dates distinguish past posts.
06MBA and Master of Management programme leadership
Programme leadership IIUM role history linked
Head of the MBA programme (2009–2013) and Head of the Master of Management programme (2005–2009), IIUM Graduate School of Management.
Sources: IIUM staff profile
What this contributes to the case
MBA and management-programme leadership connects curriculum, staff and learner needs over successive roles.
07Alumni and career services leadership
Careers · alumni relations IIUM role history linked
Deputy Director of IIUM Alumni and Career Services Division (2006–2007).
Sources: IIUM staff profile
What this contributes to the case
The role links education to graduates’ development and institutional relationships.
08Research and teaching areas
People · organisational knowledge IIUM teaching record linked
Her CV lists Human Resource Management, Knowledge Management, Organisational Behaviour, Talent Development, Talent Management and Management as areas of research, invited speaking and training. Courses taught include Principles of Management and Compensation Management.
Sources: IIUM staff profile
What this contributes to the case
The subject range supplies the conceptual bridge between individual behaviour, knowledge and organisational practice.
09Doctoral and postgraduate supervision
Research supervision IIUM supervision record linked
Principal supervisor for doctoral and DBA research, including graduates in human resource analytics, psychological contracts, knowledge creation, learning styles, cultural intelligence, knowledge sharing and Islamic work ethics. Her CV also lists doctoral supervisory committee work and supervision of Master’s research.
Sources: IIUM staff profile
What this contributes to the case
Supervision demonstrates sustained engagement with research methods and the application of related concepts to distinct questions.
10Journal publications
Research outputs Institutional bibliography linked
Her CV lists journal research on human resource analytics; psychological contracts and resilience among academics; organisational innovation in waqf institutions; knowledge sharing; cultural and learning styles; leadership effectiveness; talent management; and preparedness for hospital practice. Selected full citations are listed below.
Sources: IIUM research repository
What this contributes to the case
Published work connects organisational questions with areas including analytics, psychological contracts and healthcare preparation. Co-authorship does not imply sole responsibility for every method.
11Book chapters
Knowledge · professional learning Institutional bibliography linked
Her book chapters address human resource development and business leadership in Malaysia, knowledge sharing in Islam, contemporary human resource development, and graduate employability through knowledge management. Full citations appear in the references.
Sources: IIUM research repository
What this contributes to the case
Book chapters translate research and concepts into accounts of HRD, leadership, employability and knowledge sharing.
12Conference proceedings
Research communication Repository and conference record linked
Her conference work covers knowledge management, knowledge sharing, leadership effectiveness, emotional and spiritual intelligence, talent management, career development, medical graduates’ preparedness and organisational learning, presented at international and Malaysian conferences. Selected CV citations appear below.
Sources: IIUM research repository · Conference paper record
What this contributes to the case
Conference outputs show the application and communication of related methods across institutional contexts.
13Research and innovation awards
Recognised research Repository records linked
Co-authored research received a Gold Medal at IIUM Research, Invention and Innovation 2011; Gold and Bronze Medals in 2012; and a Silver Medal in 2013. The projects concerned physician preparation for hospital practice, knowledge acquisition and sharing in a bank, and medical interns’ preparedness for independent practice.
Sources: IIUM repository record · IIUM repository record · IIUM repository record
What this contributes to the case
Research medals recognise specific co-authored projects; the linked project records explain what was recognised.
14Teaching awards
Teaching practice IIUM awards record linked
Best Teacher Award at the department level (2009), Kulliyyah level (2011), and university level in Arts and Humanities (2011).
Sources: IIUM staff profile
What this contributes to the case
Teaching recognition adds evidence of contribution within the education strand.
15Principal research grants
Applied organisational research IIUM grant record linked
Principal researcher for the Asia Business Leadership (Malaysia) Project, Kyoto Business Research Centre Grant (October 2023–March 2024), and an MTDC research study on perceptions of advisory and value-added services (2018–2021).
Sources: IIUM staff profile
What this contributes to the case
Principal grants link research leadership to business learning and advisory-service questions.
16Co-research grants
Collaborative research IIUM records linked
Co-researcher on funded studies of Muslim tourists’ expectations for cruise travel to Japan (2019–2020), emotional and spiritual intelligence and leadership (2016–2019), and IIUM research on spiritual intelligence and knowledge sharing (2014).
Sources: IIUM staff profile · IIUM research repository
What this contributes to the case
The projects connect leadership, values, knowledge sharing and tourism contexts. They are collaborative contributions.
17Research consultancy
Research consultancy CV/IIUM record linked
Co-researcher for Kyoto University’s Asia Business Leader Project consultancy in 2014, as stated in the CV.
Sources: IIUM staff profile
What this contributes to the case
The consultancy places academic methods in a business-leadership setting.
18Asia Business Leader (Malaysia) Project coordinator
International executive learning Kyoto and IIUM sources linked
Project Coordinator since 2013 for the leadership programme under Kyoto Business Research Centre, Kyoto University. Her responsibilities include arranging Malaysian research placements, appointing supervisors, monitoring participants and supporting their guidance and welfare.
Sources: Kyoto University Asia Business Leader Project · IIUM staff profile
What this contributes to the case
Placement matching, supervision and welfare connect programme systems with the learning and needs of visiting executives.
19ABEST21 international accreditation assessor
Accreditation · quality Peer-review and IIUM records linked
International accreditation assessor for ABEST21, Tokyo, since 2017, serving as team leader or member reviewing business-school programmes. Team-leader assessments listed in the CV: Waseda University (Japan, 2019), Institut Pertanian Bogor (2020), Universitas Telkom Indonesia (2023), Universitas Islam Sultan Agung (2023), and Universitas Padjadjaran (2024).
Sources: Universitas Padjadjaran ABEST21 peer-review record · IIUM staff profile
What this contributes to the case
Accreditation leadership applies academic and institutional judgement to programme quality across settings.
20ABEST21 assessment team member
Accreditation · collaboration Peer-review and IIUM records linked
Team-member assessments listed in the CV include Universitas Surabaya (2017), Universiti Utara Malaysia (2018), Universiti Kebangsaan Malaysia (2021), Universiti Putra Malaysia (2022), Universitas Padjadjaran (2023), and Universiti Malaysia Kelantan (2025).
Sources: Universitas Padjadjaran ABEST21 peer-review record · IIUM staff profile
What this contributes to the case
Assessment-team service supports the same quality-assurance strand as point 19; it is additional evidence, not a separate domain.
21Mensa Foundation scholarship assessor
Scholarship assessment Programme and CV sources linked
Assesses application essays for the Mensa Foundation International Scholarship, an annual scholarship programme, since 2016.
Sources: Mensa Foundation scholarship programme · IIUM staff profile
What this contributes to the case
Scholarship assessment applies judgement about learning and opportunity beyond a home institution.
22Asia Business Leader project assessor
Business-plan assessment Kyoto and IIUM sources linked
Assesses and comments on business plans of lower- and mid-level executives participating in Kyoto University’s Asia Business Leader Project, since 2015.
Sources: Kyoto University Asia Business Leader Project · IIUM staff profile
What this contributes to the case
The role connects research, management concepts and executive decision-making.
23Local professional and public-service assessment
Professional · public service IIUM CV record linked
Set and graded questions for the Malaysian Association of Company Secretaries’ Business Organisation and Management professional examination (2022 and 2023). Served on the Public Services Department interview panel for the Hadiah Latihan Persekutuan in 2015.
Sources: IIUM staff profile
What this contributes to the case
Examination and interview-panel responsibilities extend assessment expertise to professional and public-service settings.
24Executive research supervision
Executive research supervision Kyoto and IIUM sources linked
External supervisor for the Asia Business Leader (Malaysia) Project since 2013, supporting six-month research placements for Japanese multinational executives, including placement matching, progress monitoring, and guidance on business plans and presentations.
Sources: Kyoto University Asia Business Leader Project · IIUM staff profile
What this contributes to the case
Supervision connects business questions with evidence gathering, analysis and presentation during a defined placement.
25External academic assessment and board service
Curriculum · institutional standards IIUM CV record linked
External academic assessor for International Islamic College programmes since 2018, and for Cybernetics International College of Technology. Member of the Board of Studies for International Islamic College’s Faculty of Business and Management.
Sources: IIUM staff profile
What this contributes to the case
Academic assessment and board service apply knowledge of learning and management to institutional quality.
26Journal reviewing and editorial service
Editorial · scholarly service IIUM and repository sources linked
Reviewer for the Journal of Management and Research, Malaysian Management Review, IIUM Journal of Case Studies in Management, and International Journal of Economics, Management and Accounting. Editor of the IIUM Journal of Case Studies in Management (2015–2017) and Department of Business Administration Newsletter (2023–2025).
Sources: IIUM staff profile · IIUM research repository
What this contributes to the case
Reviewing and editing support sustained engagement with the standards and communication of scholarship.
27Invited lecturer and international teaching
International teaching Kyoto and IIUM sources linked
Invited lecturer in Knowledge Management for Kyoto University Graduate School of Management’s Asia Business Leader programme from 2016 through 2025, in Japan and online.
Sources: Kyoto University Asia Business Leader Project · IIUM staff profile
What this contributes to the case
Teaching knowledge management to executives transfers academic ideas into applied leadership learning.
28Invited talks and guest lectures
Public knowledge sharing IIUM CV record linked
Invited speaker at the International Conference on Knowledge Management in the Middle East (Abu Dhabi, 2011) and the UN Global Forum on Reinventing Government (Vienna, 2007). Guest talks include Kyoto University events, Tashkent Islamic University, Mensa gatherings, and IIUM’s Forum for Knowledge Management.
Sources: IIUM staff profile
What this contributes to the case
Invited contributions carry organisational and knowledge-management ideas into wider professional conversations.
29Training, facilitation and moderation
Training · facilitation IIUM CV record linked
Trainer, presenter, moderator or facilitator for programmes involving Yayasan Khazanah, IIUM, ABEST21, Kyoto University’s Asia Business Leader Project, Global Muslim Tourism Association East Asia, and leadership training for Muslims residing in Sweden.
Sources: IIUM staff profile
What this contributes to the case
Facilitation and training translate concepts for different audiences and organisations.
30Mensa and international service
Society · international service Society and programme sources linked
The CV records membership of Malaysian Mensa since 1994 and service including the Mensa Foundation scholarship assessment, Mensa International Healthy Social Environment Task Force (2021–2022), Mensa International Election Board (2014–2015), Malaysian Mensa National Board (2012–2014), and the Leadership Exchange Programme committee (2012–2014).
Sources: Malaysian Mensa office-bearers · Mensa Foundation scholarship programme
What this contributes to the case
The record adds governance and voluntary-service contexts. Membership alone is not used as evidence of cross-field mastery.
31International programme and event leadership
Programme · event operations Society and institutional sources linked
Her CV records service on the Mensa International Board of Directors meeting organising committee (2019), IIUM International Conference on Business Management venue and logistics co-lead (2019), and organising committee for the inaugural Asian Mensa Gathering (2011).
Sources: Malaysian Mensa office-bearers · IIUM mKitchen record
What this contributes to the case
Organising work connects people, logistics and institutional coordination; each role retains its stated date.
32Community and student support
Community · student support CV account linked
Her earlier service includes helping organise a family day for the hearing-impaired community in Kuala Lumpur and Selangor (1994), supporting Iban village children’s studies in Simunjan, Sarawak (1993–1994), and assisting with a 1992 sociological research study in Grik, Perak.
Sources: IIUM staff profile
What this contributes to the case
The earlier activities add a community-service dimension and context for a people-centred orientation.
33Other academic contributions
Curriculum · professional communication IIUM CV record linked
She served on IIUM’s Doctor of Business Administration curriculum review panel (2021), wrote an honorary doctorate citation for Tan Sri Azman Hashim (2013), and contributed speech-writing, alumni-magazine editing, competency assessment and healthcare-management training.
Sources: IIUM staff profile
What this contributes to the case
Curriculum review, assessment and writing connect academic expertise with practical institutional needs.
06 · Assessment conclusion
Polymath Assessment
Reviewed against the same three criteria, with timing considered separately. This is an editorial assessment of the available portfolio, not independent accreditation.
Description supported by the record
Simultaneous Integrative Institutional-Humanist Polymath
Concurrent psychology-informed research, education and institutional practice
The strongest positive reading of the record is a Simultaneous Integrative Institutional-Humanist Polymath. Dr. Zabeda’s work connects psychology and human-resource scholarship with knowledge management, education, executive development and the design and review of institutions. This is supported by long-term academic work, funded research, doctoral supervision, international programme leadership and repeated accreditation assessment. Dated records show research and teaching overlapping with executive learning and external accreditation, so simultaneous is supported by documented concurrent strands rather than inferred from a long list of past titles.
Range of breadth
People, knowledge and institutions across connected fields
Her academic foundation spans psychology, human-resource management and knowledge management. Her practice extends into business and executive education, leadership development, international programme work and accreditation. These are related fields, but each adds a distinct lens: human behaviour, organisational systems, learning and institutional standards. Application across healthcare, banking, business schools and international executive programmes further broadens the contexts of her work without implying that she is a clinician or finance specialist.
Level of depth
Sustained scholarship, teaching and institutional responsibility
The psychology degree, postgraduate HRM qualifications, PhD in HRM (Knowledge Management), long IIUM career, publications, funded studies and doctoral supervision show depth beyond a broad interest in management. Teaching awards, programme leadership and repeated international accreditation assessments add evidence of responsibility for applying and evaluating that expertise. Her deepest practice remains people, knowledge and institutions; the case does not depend on claiming equal mastery in every sector she has studied.
Capacity for synthesis
Research translated into programmes and institutional practice
Her work joins research on people, knowledge and organisational behaviour with executive placements, postgraduate learning, business-plan assessment, curriculum and programme review, and accreditation. The synthesis is practical: scholarship informs how leaders learn, how programmes are assessed, and how institutions develop people and share knowledge. Her sustained Asia Business Leader coordination and accreditation work make this an institution-facing contribution, not solely an academic publication record.
Simultaneous or serial?
Documented concurrent strands across a long career
The dated record supports overlap: academic teaching and research continued alongside the Asia Business Leader role from 2013 and ABEST21 assessment work from 2017; invited teaching, supervision and accreditation also overlap in later years. Leadership posts such as programme head and graduate-school deputy director were successive, but they sit within a career that concurrently combined scholarship, executive development and external assessment. This supports a simultaneous classification without suggesting that every historic appointment is current.
What the description does—and does not—establish
Use Simultaneous Integrative Institutional-Humanist Polymath. The strongest case is the sustained connection of human-focused scholarship, education and institutional design. Related management topics are not counted as unrelated fields merely to inflate breadth; instead, the classification rests on their distinct methods and on documented integration in programmes, executive learning and accreditation.
The assessment refers to the numbered profile points above and their source records. A proposal, an affiliation or an award is interpreted only for what it establishes. “Proper” denotes meeting breadth, depth and synthesis in this seminar’s terminology; it is not a synonym for simultaneous work.
Read the common criteria, timeline definitions and assessment method ↗07 · Follow the evidence
Sources and evidence limits.
The full professional profile is the source inventory for this page. Its underlying records should be consulted for the scope, dates and status of individual claims. Selected external starting points are listed below.
Full bibliography carried by the professional profile
- IIUM staff profile: Dr. Zabeda Abdul Hamid
- IIUM Repository author bibliography for Zabeda Abdul Hamid — searchable institutional record of publications, book chapters and conference outputs.
- Kyoto University: Asia Business Leader Project — project description and Malaysia collaboration context.
- Malaysian Mensa office-bearers — current National Ombudsperson listing.
- Mensa Foundation Scholarship Program — programme information relevant to scholarship judging.
- Universitas Padjadjaran ABEST21 peer-review visit (2024) — lists Dr. Zabeda among the peer review team.
- Akhter, N., Zabeda, A. H., & Juhdi, N. (2024). “Bibliometric Insights into Human Resource Analytics: Analyzing the Growth and Impact of Research.” Journal of Economic Cooperation and Development, 45(4), 271–300.
- Firmansah, Y., Zabeda, A. H., & Sarif, S. M. (2024). “The Contents of Indonesian Muslim Academics’ Psychological Contract: A Case Study at the University of Darussalam Gontor.” IIUM Journal of Case Studies in Management, 15(1).
- Farouk, K., Che Embi, N. A., Juhdi, N., & Zabeda, A. H. (2023). “The Role of HRM Practices in Shaping Organisational Innovation in Malaysia Waqf Institutions: A Conceptual Paper.” South Asian Journal of Social Sciences and Humanities, 4(6), 123–133. Browse IIUM author records.
- Sadeq, A. I., Sarif, S. M., Juhdi, N., & Hamid, Z. A. (2023). “Knowledge sharing from the perspective of Middle Eastern doctoral students studying at a Malaysian Islamic university.” Journal of Integrated Sciences, 4(1), 174–214.
- Firmansah, Y., Zabeda, A. H., & Sarif, S. M. (2023). “Exceeding Workplace-related Issues: Psychological Contract Breach and Its Effects as Experienced by Indonesian Academics.” REVENUE: Jurnal Manajemen Bisnis Islam, 4(1), 83–110.
- Firmansah, Y., Zabeda, A. H., & Sarif, S. M. (2023). “Resilience: How academics stay after multiple psychological contract breaches.” Islamic Business and Management Journal, 6(2), 94–103.
- Hasan, Z., & Zabeda, A. H. (2023). “Impact of Cultural Intelligence and Learning Styles on Leadership Effectiveness: A Conceptual Analysis.” International Journal of Management, Accounting and Economics, 10(8). Browse IIUM author records.
- Hassan, Z., Osman-Gani, A., & Zabeda, A. H. (2022). “Influence of Learning Style and Knowledge Sharing Behaviour on Leadership Effectiveness – Conceptual Analysis.” Pacific Business Review (International), 15(1), 100–114. Browse IIUM author records.
- Osman-Gani, A., Anwar, M. A., & Hamid, Z. A. (2017). “Impacts of Emotional Intelligence and Spiritual Intelligence on Leadership Effectiveness Mediated by Personal Values: A Conceptual Framework.” Journal of Islamic Management Studies, (1), 43–53.
- Abd Manaf, N. H., et al., including Zabeda A. H. (2016). “Preparedness for Hospital Practice in Assuring Quality of Care.” The TQM Journal, 28(6), 834–846.
- Mustafa Kamil, B. A., Hashim, J., & Hamid, Z. A. (2016). “Managing Talents in Higher Education Institutions: How effective the implementation of succession planning?” Sains Humanika, 8(4-2), 67–72. Browse IIUM author records.
- Mustafa Kamil, B. A., Zabeda, A. H., Hashim, J., & Omar, A. (2012). “A Study on the Implementation of Talent Management Practices at Malaysian Companies.” Asian Journal of Business and Management Sciences, 1(4), 147–162. Browse IIUM author records.
- Zabeda, A. H. (2008). “Identifying knowledge and creating knowledgeable employees.” Journal of Knowledge Management Practice, 9(2).
- Zabeda, A. H., & Osman-Gani, A. M. (2020). “Human Resource Development in Malaysia from Business Leadership Perspective.” In HRD for Business Leadership in Asia. Pearson. Browse IIUM author records.
- Zabeda, A. H. (2011). “Knowledge Sharing in Islam: Implications for practice in organisations.” In Spirituality and Religiosity in Management from Islamic Perspectives. IIUM Press.
- Zabeda, A. H., & Osman-Gani, A. M. (2011). “Contemporary Issues in Human Resource Development.” In Human Resource Development in Malaysia. Pearson.
- Zabeda, A. H. (2009). “Enhancing Graduate Employability Through Knowledge Management.” In Strengthening Higher Education for a Successful Workforce. IIUM Press.
- Zabeda, A. H., Chandiram, S. G., & Fountaine, R. A. H. (2023). “Knowledge Creation Among Managers and Supervisors in Palm Oil Estates in Malaysia.” 24th European Conference on Knowledge Management, Lisbon.
- Osman-Gani, A. M., Zabeda, A. H., & Kabir, S. M. H. (2021). “Effects of Spiritual Intelligence and Emotional Intelligence on Leadership Effectiveness Mediated by Personal Values: An Empirical Investigation in Asia.” AIB 2021 Online Conference. Browse IIUM author records.
- Osman-Gani, A. M., Kobayashi, K., Zabeda, A. H., & Kabir, S. M. H. (2020). “Comparative Analyses on the Effects of Spiritual and Emotional Intelligences on Leadership Effectiveness among Japanese and Malaysian Business Leaders.” Academy of HRD International Research Conference of the Americas. Browse IIUM author records.
- Haza, I., Zabeda, A. H., & Omar, A. (2019). “Knowledge sharing intention, attitudes, and workplace emotions at a bank in Malaysia.” 20th European Conference on Knowledge Management, Lisbon. Browse IIUM author records.
- Osman-Gani, A. M., Kobayashi, K., Zabeda, A. H., & Kabir, S. M. H. (2019). “Comparative analysis on the effects of spiritual intelligence towards leadership effectiveness among Japanese and Malaysian managers.” IIUM International Conference on Business Management. Browse IIUM author records.
- Osman-Gani, A. M., Kobayashi, K., Zabeda, A. H., & Kabir, S. M. H. (2019). “Effects of emotional intelligence on leadership effectiveness: A comparative analysis of Malaysian and Japanese business leaders.” IIUM International Conference on Business Management. Browse IIUM author records.
- Haza, I., Zabeda, A. H., & Omar, A. (2019). “A Study on Knowledge Sharing Intention at a Selected Bank in Malaysia.” IIUM International Conference on Business Management. Browse IIUM author records.
- Osman-Gani, A. M., Kobayashi, K., Zabeda, A. H., & Kabir, S. M. H. (2018). “Improving Leadership Effectiveness by Enhancing Spiritual and Emotional Intelligence: An Empirical Investigation in Asia.” International Asian Conference of the Academy of Human Resource Development. Browse IIUM author records.
- Osman-Gani, A. M., Anwar, A., & Zabeda, A. H. (2017). “Effects of Spiritual Intelligence on Organizational Citizenship Behavior Mediated by Instrumental and Terminal Values: An empirical investigation in Asia.” Academy of HRD International Research Conference in the Americas. Browse IIUM author records.
- Osman-Gani, A. M., Anwar, A., & Zabeda, A. H. (2016). “Impacts of Spiritual Intelligence Dimensions on Personal Values of Islamic Bank Employees: An Empirical Investigation in Malaysia.” International Conference on Islamic Economics and Finance. Browse IIUM author records.
- Haza, I., & Zabeda, A. H. (2016). “Knowledge Acquisition and Knowledge Sharing at a Financial Institution in Malaysia.” European Conference on Knowledge Management, Belfast. Browse IIUM author records.
- Haza, I., Zabeda, A. H., & Omar, A. (2015). “The roles of Islamic work ethics on knowledge sharing practices in a financial institution – A case study in Malaysia.” International Conference on Islamic Perspective of Accounting, Finance, Economics and Management, Glasgow.
- Mustafa Kamil, B. A., Abdul Hamid, S. N., Zabeda, A. H., & Hashim, J. (2014). “Engaging Malaysian public universities’ academics.” International Conference on Management, Bali. Browse IIUM author records.
- Abd Manaf, N. H., et al., including Zabeda A. H. (2013). “Access to Information and Use of IT as a Dimension of Preparedness for Hospital Practice among Malaysian Housemen.” International Conference on ICT for the Muslim World, Rabat.
- Mustafa Kamil, B. A., Zabeda, A. H., & Hashim, J. (2013). “Measuring the Perspectives of HEI Employees on Career Development, Engagement and Retention.” Asian Conference on Asian Studies, Osaka. Browse IIUM author records.
- Shahrul, F. S., & Zabeda, A. H. (2012). “Knowledge Sharing Among Muslim Undergraduate Students: An exploratory study.” Regional Seminar on Islamic Higher Education Institutions, Nilai. Browse IIUM author records.
- Omar, A., Manaf, N. H., Zabeda, A. H., et al. (2011). “Did They Prepare You For This? A study of the adequacy of undergraduate medical training for hospital practice in Malaysia.” International Conference of Business, Management and Economics, Turkey.
- Manaf, N. H., Omar, A., Mohd, D., Ismail, I., & Zabeda, A. H. (2011). “Do Internship Satisfaction and Career Aspiration Influence Malaysian Housemen Self-Perceived Preparedness for Independent Hospital Practice?” International Conference of Business, Management and Economics, Turkey.
- Mustafa Kamil, B. A., Zabeda, A. H., & Hashim, J. (2011). “Talent management and succession planning in engaging and retaining Malaysian HEI employees.” International Conference of the Academy of HRD (Asia Chapter), Kuala Lumpur. Browse IIUM author records.
- Zabeda, A. H., & Fatima, A. H. (2008). “Determinants of students’ performance in an accounting course of the MBA programme in a Malaysian university.” International Conference on Business and Economy, Romania. Browse IIUM author records.
- Fatima, A. H., Zabeda, A. H., & Mohd Nor, P. N. S. (2008). “Knowledge management techniques of first-year undergraduate students in a fundamental accounting course of a Malaysian university.” International Conference on Business and Economics, Romania. Browse IIUM author records.
- Zabeda, A. H. (2006). “Knowledge management within organisations: Some findings from UK case-studies.” Knowledge Management International Conference and Exhibition, Universiti Utara Malaysia. Browse IIUM author records.
Research behind the framework
Araki’s work provides the breadth–depth–integration framework. We use synthesis to make the integration lens easier to read. The timing descriptions above explain how a portfolio develops; they do not assign a validated “type score” to the member.
- Araki (2018), Polymathy: A New Outlook, Journal of Genius and Eminence, 3(1), 66–82 ↗
- Araki (2025), Polymathy: The Foundational Source of Creativity and Innovation, University of Louisville dissertation ↗
- Araki’s explanation of breadth, depth and integration (2026) ↗
- Araki & Cotellessa (2020), Creative Polymathy and the COVID-19 Crisis ↗
- Root-Bernstein & Root-Bernstein (2011), Life Stages of Creativity ↗