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

Cheng, P., Kim, K.Y. and Shen, W. (2020). "Personal Endorsement of Ambivalent Sexism and Career Success: An Investigation of Differential Mechanisms", Journal of Business & Psychology, 35, 783-798.

Open Access Download

Abstract Prior research on ambivalent sexism indicates that hostile and benevolent sexist attitudes together uphold the gender hierarchy or status quo. However, research has generally focused on the ambivalent sexism of others. The current study takes an alternative and complementary approach by examining whether, why, and for whom personal endorsement of hostile and sexist attitudes is related to career success. Integrating ambivalent sexism theory, resource management theories of career success, and social role theory, we theorize differential mechanisms via which hostile and benevolent sexism are divergently related to objective and subjective career success. Results revealed that gender had direct relationships with hostile sexism, whereas gender tended to also moderate relationships between benevolent sexism and choices and experiences at the work-family interface that could be prescribed by traditional gender roles (i.e., length of career interruptions and work-to-family conflict). Additionally, actions and choices that were more visible to others generally mediated relationships between sexist attitudes and objective career success (i.e., hostile sexism → seeking career advice from men → pay), whereas internal experiences and cognitions tended to mediate relationships between sexist attitudes and subjective career success (i.e., benevolent sexism → work-family conflict → satisfaction, but only for women). Overall, these results highlight the importance of studying whether, the process through which, personal endorsement of sexism influences work experiences, choices, and outcomes.

Hideg, I. and Shen, W. (2019). "Why Still so Few? A Theoretical Model of the Role of Benevolent Sexism and Career Support in the Continued Underrepresentation of Women in Leadership Positions", Journal of Leadership and Organizational Studies, 26, 287-303.

Open Access Download

Abstract We advance our understanding of women’s continued underrepresentation in leadership positions by highlighting the subtle, but damaging, role benevolent sexism, a covert and socially accepted form of sexism, plays in this process. Drawing on and integrating previously disparate literatures on benevolent sexism and social support, we develop a new theoretical model in which benevolent sexism of both women and those in their social networks (i.e., managers and intimate partners) affect women’s acquisition of career social support for advancement at two levels, interpersonal and intrapersonal, and across multiple domains, work and family. At the interpersonal level, we suggest that managers’ and intimate partners’ benevolent sexism may undermine their provision of the needed career support to advance in leadership positions for women. At the intrapersonal level, we suggest that women’s personal endorsement of benevolent sexism may undermine their ability to recognize and willingness to seek out career support from their family members (i.e., intimate partners) and managers for advancement to leadership positions. Implications for theory and future research are discussed.