Publications Database

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.

 

Search Results

Ruebottom, T., Buchanan, S., Voronov, M. and Toubiana, M. (Forthcoming). "Commercializing the Practice of Voyeurism: How Organizations Leverage Authenticity and Transgression to Create Value", Academy of Management Review.

Open Access Download

Abstract Voyeurism violates dominant moral codes in many societies. Yet, for a number of businesses, including erotic webcam, reality television, slum tourism, and mixed martial arts, voyeurism is an important part of value creation. The success of such businesses that violate dominant moral codes raises questions about value creation that existing theory in management cannot adequately answer. To help advance our understanding, we theorize how businesses commercializing voyeurism create value for audiences. Conceptualizing voyeurism as a social practice, we identify two dimensions of voyeurism—authenticity and transgression—that help create value by generating desirable emotional responses that facilitate a distinctive experience for audiences. However, we further argue that these same dimensions can also hinder value creation by generating undesirable emotional responses that may lead audiences to disengage from the practice. Accordingly, we contend that businesses’ ability to deliver value to audiences hinges on effective emotional optimization—efforts to reduce undesirable emotional responses by dampening the authenticity or transgression in the voyeuristic practice, while reinforcing the associated desirable emotional responses. We contribute to the literature by advancing a novel theory of the commercialization of voyeuristic practice. In doing so, we also enrich our understanding of both authenticity and transgression.

Auster, E. and Freeman, R.E. (2021). "Values, Authenticity and Responsible Leadership", Stakeholder Theory and Business Ethics, 15-23.

Open Access Download

Abstract The recent financial crisis has prompted questioning of our basic ideas about capitalism and the role of business in society. As scholars are calling for “responsible leadership” to become more of the norm, organizations are being pushed to enact new values, such as “responsibility” and “sustainability,” and pay more attention to the effects of their actions on their stakeholders. The purpose of this study is to open up a line of research in business ethics on the concept of “authenticity” as it can be applied in modern organizational life and more specifically to think through some of the foundational questions about the logic of values. We shall argue that the idea of simply “acting on one’s values” or “being true to oneself” is at best a starting point for thinking about authenticity. We develop the idea of the poetic self as a project of seeking to live authentically. We see being authentic as an ongoing process of conversation that not only starts with perceived values but also involves one’s history, relationships with others, and aspirations. Authenticity entails acting on these values for individuals and organizations and thus also becomes a necessary starting point for ethics. After all, if there is no motivation to justify one’s actions either to oneself or to others, then as Sartre has suggested, morality simply does not come into play. We argue that the idea of responsible leadership can be enriched with this more nuanced idea of the self and authenticity.

Auster, E. and Freeman, R. (2013). "Values and Poetic Organizations: Beyond Value Fit Towards Values Through Conversation", Journal of Business Ethics, 113, 39–49.

View Paper

Abstract In the midst of greed, corruption, the economic crash and the general disillusionment of business, current conceptions of leadership, organizational values, and authenticity are being questioned. In this article, we fill a prior research gap by directly exploring the intersection of these three concepts. We begin by delving into the relationship between individual values and organizational values. This analysis reveals that the “value fit” approach to creating authenticity is limited, and also indicates that a deeper exploration of the nature of values and the role of leadership is necessary. More specifically, we propose that organizational values should be viewed as an opportunity for ongoing conversations about who we are and how we connect. Through this type of dialogue which we define as “value through conversation”, we can create what we call poetic organizations. A typology of four interconnected values each of which forms a foundation for the critical questioning and inquiry that might be found in poetic organizations is developed. We suggest that this conceptualization offers a new and dynamic approach for thinking about the relationships between leadership, values, and authenticity and has important implications for both research and practice.