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
Nhu Nguyen, Ivona Hideg, Yuval Engel, and Frédéric Godart (2024). "Benevolent Sexism and the Gender Gap in Startup Evaluation", Entrepreneurship Theory and Practice, 48(2), 506-546.
Abstract
Women-led startups are evaluated less favorably than men-led startups, but the reasons for this require further investigation. Drawing on ambivalent sexism theory, we posit that benevolent sexism undermines gender equity in startup evaluation. We initially expected benevolent sexism to be negatively related to evaluations of women-led startups. Surprisingly, we found that benevolent sexism is unrelated to evaluations of women-led startups but is positively related to those of men-led startups—a finding that was replicated in two additional studies. Our work demonstrates benevolent sexism as an advantaging mechanism of inequity in entrepreneurship that boosts men’s outcomes without directly harming women’s outcomes.Colbourne, Rick, Peredo, Ana Maria and Henriques, Irene (2024). "Indigenous entrepreneurship? Setting the record straight", Business History, 66(2), 455–477.
Abstract
We provide an historical essay synthesizing the macro societal processes that affected Indigenous peoples’ entrepreneurial and trade activities within settler society in Canada from pre-contact to 1920. Adopting Indigenous entrepreneurship and institutional theory lenses, we find that the evolution of legal, political, and socio-economic forces converged to undermine Indigenous peoples’ entrepreneurial activity and well-being in Canada. Our narrative suggests a more dynamic view of the relationship between entrepreneurship and institutions and the role of power. Whereas Baumol’s view is that institutions shape entrepreneurship by determining the relative payoffs to productive or unproductive entrepreneurship, our narrative shows the ways in which unequal benefits to various entrepreneurs change institutions over time. This advances the field of entrepreneurship, by historically situating entrepreneurial processes in settler society and exposing the role of power in the relationship between entrepreneurship and institutions in society over time. This paper also contributes to informing practice at a time when Indigenous peoples in Canada are reclaiming their rights and asserting their sovereignty through entrepreneurial ventures.Shameen Prashantham, Anoop Madhok (2023). "Corporate-Startup Partnering: Exploring Attention Dynamics and Relational Outcomes in Asymmetric Settings", Strategic Entrepreneurship Journal, 17(4), 770–801.
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Research Summary
Startups that partner concurrently with a large corporation must compete for the latter's attention. We extend the attention-based view from an intraorganizational to an interorganizational context, exploring how startups differ in the amount of attention they receive, their actions to attract and sustain attention, and the impact of attention dynamics on the relational outcome of the partnership. Our research uncovers two separate contests for attention involving corporate and divisional managers, highlighting the distributed nature of attention. Reflecting these, our findings reveal how startups' responsiveness to the respective cognitive schemas and corresponding stimuli of corporate and divisional managers is critical to understanding their distinct relational trajectories and disparate outcomes. Our focus on attention is complementary to the focus on trust that has hitherto dominated research on relational dynamics.Managerial Summary
Startups partner with large corporations to access needed complementary resources. However, truly benefiting from such partnerships is challenging and requires them to attract as well as sustain the latter's attention. Our study reveals two contests for attention: one with corporate managers tasked with running a startup partnering initiative and the other with divisional managers in business units with whom actual commercial joint activity is forged. These two sets of managers have different priorities (schemas) that result in differences in the nature and amount of attention they pay to startups' actions (stimuli). Startups seeking corporate partnerships would do well to recognize this heterogeneity within large corporations and accordingly manage the attention–attraction process through suitable partner-centric behaviors. On their part, large corporations need to be aware of and sensitive to the challenges such disparate schema of corporate and divisional managers pose for successful partnering outcomes as the relationship transitions from the early to later stages.Kim, Henry M., Ushnish Sengupta, and Marek Laskowski (2021). "Business in the Front, Crypto in the Back: How to Be a Blockchain Startup in Finance", International Review of Entrepreneurship, 19(1), 117-36.
Abstract
We present the journey by which Novera, a blockchain start-up, partnered with CompanyX, an SME investment firm actively looking for opportunities to leverage disruptive technologies. We believe that the key to this journey is expressed in Novera’s “Business in the front, crypto in the back” perspective. Finance is highly regulated and conservative. So, Novera would not have been able sell its concept for a novel bitcoin tracking fund that received over $1M in venture capital without its corporate ethos: Novera would be able to walk into any boardroom and clearly demonstrate compliance to regulations, and moreover show that their business practices would meet stringent expectations of large financial institutions. At the same time, it is Novera’s vision to innovate beyond the fund to a blockchain-based token platform that keeps its team of technologists motivated and forward-looking. We advise others weighing investment in blockchain, especially SME’s and start-ups in finance, to understand and manage this dichotomy.Lévesque, M. and U. Stephan (2020). "It’s Time We Talk about Time in Entrepreneurship", Entrepreneurship Theory and Practice, 44(2), 163-184.
Abstract
This editorial draws attention to time to advance entrepreneurship research by focusing on two aspects of time—time perspective and time management. We initiate a deeper conversation on time in entrepreneurship and illustrate the value of a time-based lens for entrepreneurship research through discussing examples at the individual, firm and context levels. These examples consider underdog and portfolio entrepreneurs; well-being; social and unethical entrepreneurial behavior; entrepreneurial teams and entrepreneur–investor dyads; firm strategy; industry and cultural contexts. We review promising methods for time-conscious entrepreneurship research: process, true longitudinal, diary, experience sampling, observational, work-shadowing and time-use studies; historical approaches; experiments; and simulations.Fischer, E. and Maciel, A. (2020). "Collaborative Market Driving: How Peer Firms Can Develop Markets Through Collective Action", Journal of Marketing, 84(5), 41-59 .
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Firms often aim to develop markets as part of their long-term strategies. Conventionally, research in marketing has explained this complex process by stressing firms’ efforts to outdo their peers. While this emphasis is valuable, it overlooks the role of another major force in market evolution: collective action among peer firms. To address this oversight, this article conceptualizes “collaborative market driving,” defining it as the collective strategy in which peer firms consistently cooperate among themselves and with other actors to develop markets in ways that increase their overall competitiveness. This conceptualization includes the triggers that lead peer firms to mobilize for collective action and coalesce with other market actors; it also identifies how this coalition converts collective resources into market-driving power. These theoretical contributions, based on a multimethod analysis of the rise of U.S. craft breweries, offer an alternative course of action for firms interested in driving new markets when they lack adequate resources to do so individually.Lévesque, M. and N. Joglekar (2018). "Guest Editorial: Resource, Routine, Reputation or Regulation Shortages: Can Data- and Analytics-driven Capabilities Inform Tech Entrepreneur Decisions?", IEEE Transactions on Engineering Management, 65(4), 537-544.
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The five papers in this special section explore the use of data analytics in current business and management decision making. Entrepreneurial ingenuity plays a crucial role in building new business enterprises, especially when resources are lacking, routines are nonexistent, a firm’s reputation is not established, and/or regulations are inadequate. Resources in the form of human capital are often the foundation of independent startups or new corporate business ventures. Routines in the form of organizational and technical processes are often key in building these new ventures. Reputation in terms of an entrepreneur’s accomplishments or network is essential for acquiring needed resources and developing fundamental routines to initiate, commit to, organize, and grow the startup. Examines the impacts of such shortages create threats or opportunities for independent startups and new business ventures spun off from established firms.Tan, D. and Tan, J. (2017). "Far from the Tree? Do Private Entrepreneurs Agglomerate Around Public Sector Incumbents During Economic Transition?", Organization Science, 28(1), 113-132.
Bhatt, B., Kistruck, G. and Qureshi, I. (2016). "The Enabling and Constraining Effects of Social Ties in the Process of Institutional Entrepreneurship", Organization Studies, 37(3), 425-447.
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While the past decade has produced a number of insights into the process of institutional change, scholars still lack a comprehensive understanding of the germinal stages of institutional entrepreneurship. More specifically, further knowledge is needed into what factors cause certain individuals to initiate norm-breaking behaviour while others continue to adhere to societal expectations. Prior work seeking to inform this question has focused either on individual-level or environmental-level explanations. Comparatively, we employ a social network perspective as a ‘meso-level’ lens into the space where actors and their environment intersect. Based upon our qualitative findings, we propose that social ties can serve as an important factor in enabling (heterophilic ties) as well as constraining (homophilic ties) institutional change. However, our data also suggest that these network forces are highly dynamic and contingent upon tie frequency, the sequencing of tie contact, and the prevailing social norms in which tie contact takes place.Cumming, D., Fischer, E. and Peridis, T. (2015). "Publicly Funded Business Advisory Services and Entrepreneurial Internationalization", International Small Business Journal, 33(8), 824-839.