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
Bamber, M., Elshandidy, T., Omara, H. (2024). "Across the Faultlines: A Multi-Dimensional Index to Measure and Assess Board Diversity", International Review of Financial Analysis, 93, 103231.
Abstract
Drawing on faultline theory, this article proposes a multidimensional diversity index (MDI) to measure and assess board diversity. Herein, we contest that diversity needs to be considered across multiple dimensions, or faultlines. Based on the FTSE all-share non-financial firms (2005–2018), the proposed MDI captures the joint effect of differences in director attributes across four faultlines (surface, identity, demographic, and meso-level). After constructing our MDI, we examine how shifts in diversity impact firm risk. Our analysis indicates that moderate levels of diversification (between 0.25 and 0.75) are both typical across our sample and reduce riskiness. At extreme levels of diversification, however, we find that risk increases. We perform further analysis that supports these findings while also showing that, regardless of whether boards are moderately or extremely diversified, their faultline scores are significantly correlated with industry competition and financial risk.Kee-Hong Bae, Sadok El Ghoul, Zhaoran Gong anf Omrane Guedhami (2023). "In the CEO We Trust: Negative Effects of Trust Between the Board and the CEO", Journal of Financial and Quantitative Analysis, 1-34.
Abstract
In this study, we investigate whether and how trust between board members and the CEO (board–CEO trust) affects the performance of mergers and acquisitions. Contrary to conventional wisdom, we find that firms with higher levels of board–CEO trust exhibit poor M&A performance. High trust is associated with low acquisition announcement returns, long-term stock return performance, and post-deal operating performance. This negative effect of board–CEO trust is more pronounced among acquiring companies prone to agency problems. Our results suggest that, in the institutional setting of corporate boards, high trust can be too much of a good thing.Cho, C.H., Jung, J-H., Kwak, B., Lee, J. and Yoo, C-Y. (2017). "Professors on the Board: Do They Contribute to Society Outside the Classroom?", Journal of Business Ethics, 141(2), 393-409.