Welcome to the new Schulich Peer-Reviewed Publication Database!
The database is currently in beta-testing and will be updated with more features as time goes on. In the meantime, stakeholders are free to explore our faculty’s numerous works. The left-hand panel affords the ability to search by the following:
- Faculty Member’s Name;
- Area of Expertise;
- Whether the Publication is Open-Access (free for public download);
- Journal Name; and
- Date Range.
At present, the database covers publications from 2012 to 2020, but will extend further back in the future. In addition to listing publications, the database includes two types of impact metrics: Altmetrics and Plum. The database will be updated annually with most recent publications from our faculty.
If you have any questions or input, please don’t hesitate to get in touch.
Li, S., Madhok, A. and Wassmer, U. (2017). "Resource Ambidexterity Through Alliance Portfolios and Firm Performance", Strategic Management Journal, 38(2), 384-394.
AbstractBuilding upon resource-based and ambidexterity research, we address the following questions: (a) What are the performance consequences of balancing revenue growth and cost reduction at the alliance portfolio level, and (b) how is that balance-performance relationship conditioned by strategic attributes of alliance portfolio configuration? Our hypotheses are tested with data on firms from the global airline industry over the period 1994 to 2008. We find that the balance between product market extending and efficiency improving partner resources accessed through alliance portfolios helps improve firm performance. Our results also show that the balance will be less beneficial for firms when they access a broad resource scope per partner in the alliance portfolio.
Bossink, B., Keyhani, M. and Madhok, A. (2015). "Understanding Alliance Evolution and Transformation: Adjustment Costs and the Economics of Resource Value", Strategic Organization, 13(2), 91-116.
AbstractAlliances have been studied extensively in the past and various arguments have been suggested to explain their evolution and eventual termination. We argue that one important explanation of alliance termination has remained overlooked, one where the mechanism revolves around resource value and is independent of any mismanagement, opportunism, lack of trust, interpretive misunderstanding, or perceptions of inequity. In this explanation, we recognize explicitly that resources undergo transformation through an alliance, and this transformation reveals new previously imperfectly predicted costs to remain in the alliance as well as new opportunities outside the alliance. We apply the concepts of direct and indirect adjustment costs and inter-temporal economies of scope to explain these phenomena and demonstrate that, depending on the particular structure of incentive asymmetry between the two firms after alliance formation, the new circumstances may motivate a revised cost/profit sharing arrangement, a change in ownership of alliance resources, or a complete dissolution of the alliance. Some determinants of adjustment costs are explored in detail, covering resource characteristics, resource combination characteristics, and environment characteristics. Based on the economics of resource value, our argument has implications not just for alliance evolution and termination but also provides a distinct lens to explain the evolution of firm boundaries and the manner of transition of alliances into acquisitions.
Cumming, D. and Fischer, E. (2012). "Publicly Funded Business Advisory Services and Entrepreneurial Outcomes", Research Policy, 41, 467– 481.