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

O’Brien, K.R., Hebl, M.R., Lyons, B., Martinez, L.R., Roebuck, A., Ruggs, E.N. and Ryan, A.M. (2018). "To Say or Not to Say: Different Strategies of Acknowledging a Visible Disability", Journal of Management, 44(5), 1980-2007.

Open Access Download

Abstract Individuals with visible disabilities can acknowledge their disabilities in different ways, which may differ in effectiveness. Across four studies, we investigate whether individuals with visible disabilities engage in different acknowledgment strategies (claiming, downplaying) and how and why these different strategies affect evaluations from others. Specifically, we draw from the Stereotype Content Model and Stereotype-Fit Theory to articulate a process whereby claiming and downplaying differentially affect others’ perceptions of competence and warmth, which subsequently affect overall evaluations of the individual with a disability. We found that individuals with visible disabilities intentionally manage others’ impressions by engaging in claiming and downplaying. Claiming strategies (relative to downplaying or not acknowledging) resulted in higher evaluations because they activated perceptions of competence and warmth and the benefits of claiming were stronger for jobs higher in interpersonal demands. We discuss the implications of these results for individuals with disabilities and for organizations.

Ghumman, S., Kim, S.Y., Lyons, B., Ryan, A.M. and Wessel, J. (2014). "Applying Models of Employee Identity Management Across Cultures: Christianity in the United States and South Korea", Journal of Organizational Behavior, 35, 678-704.

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Abstract Identity management refers to the decisions individuals make about how they present their social identities to others. We examined cross‐cultural differences in distancing and affirming identity management strategies of Christian‐identified employees utilizing samples from the USA and South Korea. Religious centrality, risks of disclosure, pressure to assimilate to organizational norms, and nation were key antecedents of chosen identity management strategies. Risks of disclosure and pressure to assimilate related to more distancing and less affirming strategies when religious centrality was low, but nation served as a boundary condition for the moderating effects of religious centrality. Distancing strategies related to negative outcomes regardless of religious centrality, but affirming strategies only related to positive outcomes when religious centrality was low. We discuss how this work contributes to theoretical and practical understanding of identity management in the workplace and across cultures. Copyright © 2014 John Wiley & Sons, Ltd.