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

V. Dhingra and H. Krishnan (Forthcoming). "Managing Reputation Risk in Supply Chains: The Role of Risk-sharing under Limited Liability", Management Science, 1-19.

View Paper

Keywords
Abstract When a supplier fails to comply with social and environmental standards, the buyer’s reputation suffers. Reputation costs can typically be very high for the buyer, whereas the supplier’s liability is often limited. Conventional procurement strategies such as dual sourcing mitigate the buyer’s operational risk, but they often do so at the expense of increasing its reputation risk and sourcing costs. In this paper, we propose a risk-sharing contract for managing the buyer’s reputation concerns. We find that by sharing some of the supplier’s operational loss, the buyer may (in some conditions) decrease its reputational risk, but this has to be balanced against an increase in the operational risk. Risk sharing also reduces sourcing costs because the buyer takes on some of the worst-case loss of a wealth-constrained supplier. These results suggest that risk sharing can be superior, as a procurement strategy, to conventional approaches such as dual sourcing or penalty contracts. This is true when reputation and sourcing costs are a significant concern and operational costs are not that high. Under some conditions, the buyer may choose risk sharing even if it increases reputation risk in order to reduce procurement costs.