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

Kistruck, G., Pacheco, D.F., Slade Shantz, A.F. and Webb, J.W. (2020). "How Formal and Informal Hierarchies Shape Conflict within Cooperatives: A Field Experiment in Ghana", Academy of Management Journal, 63(2), 503-529.

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Abstract As an organizational form, cooperatives are increasingly being used throughout the world across different industries and sectors. While it has been suggested that various benefits can be derived from shared ownership, cooperatives are often characterized by conflict among members that, in turn, can lead to eventual failure of the cooperatives. Existing theory has suggested that the choice of formal control structure can play an important role in mitigating conflict, but a longstanding debate exists as to whether flat versus hierarchical control structures are more effective. To add further insight into this theoretical discussion, we conducted a field experiment involving 40 newly formed cooperatives in rural Ghana, which were randomly assigned to either a flat or hierarchical control structure. The quantitative results of our field experiment and subsequent qualitative data suggest that formal hierarchical control structures lead to lower levels of collective psychological ownership, which in turn result in higher levels of conflict compared to flat control structures within cooperatives. However, our results also suggest that the extent to which the choice of formal control structures influences conflict among cooperative members can be highly dependent on the absence or presence of an informal hierarchy.

Belk, R. and Ghoshal, T. (2017). "The Kafka Quagmire for the Poor in India", Journal of Marketing Management, 33(17-18), 1559-1569.

Open Access Download

Abstract Khare and Varman present a compellingly pessimistic analysis of the plight of the poor in India. The dilemmas of the poor are often exacerbated by large corporations seeking to find ways to market products to impoverished emerging market consumers. In India, consumers are frequently hurt by these initiatives, small retailers may suffer, while corruption and trickery by petty bureaucrats and ruthless landlords help the rich get richer at the expense of the poor. The article by Khare and Varman is a scathing indictment based on detailed ethnographic evidence but it reveals only a fraction of the disadvantages and traps of disempowerment facing those Indians living lives of great precarity. In this comment, we seek to build upon Khare and Varman’s insightful analysis both in order to reinforce their conclusions about the Kafkaesque existence of India’s poor and to introduce some further considerations and complications that make the quagmire even more entrapping. We focus on four sources of these problems: patriarchy, bureaucracy and corruption, class and caste power and hierarchies, and uneven and inadequate infrastructure. We also highlight some largely individual and non-government initiatives that may offer hope of escaping this quagmire for the poor.

Cook, W., Li, W., Li, Z. and Zhu, J. (Forthcoming). "Efficiency Measurement for Hierarchical Situations", Journal of the Operational Research Society.

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Abstract The measurement and monitoring of the efficiency of processes in organisations has become an important undertaking in today’s competitive environment. A fundamental tool for this undertaking is data envelopment analysis (DEA). The conventional setting for DEA views the decision-making unit (DMU) (school, hospital etc.) as a black box with inputs entering and outputs leaving. The current paper looks at a problem setting somewhat related to a multistage situation but pertaining to a particular form of hierarchical structure. Specifically, we examine a set of electric power units that act as sub-units or sub-DMUs, operating under the framework of set of power plants that play the role of DMUs. We develop a DEA-like methodology that evaluates, in a two-stage manner, both the efficiencies of the sub-units and of the aggregates of those sub-units (the plants). In so doing, the approach attempts to have the projected values of plant-level inputs and outputs match up with the corresponding aggregate values of the sub-unit projections, as is the case prior to projection to the frontier. Since such projections may in fact not match up as described, we introduce a goal-DEA methodology to minimise the extent of any failure to achieve this match up.