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
Cho, C.H., Krasodomska, J., Ratliff-Miller, P. and Godawska, J. (2021). "Internationalization and CSR Reporting: Evidence from U.S. Companies and their Polish Subsidiaries", Meditari Accountancy Research, 29(7), 135-162.
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Genin, A.L., Tan, J. and Song, J. (2020). "State Governance and Technological Innovation in Emerging Economies: State- Owned Enterprise Restructuration and Institutional Logic Dissonance in China’s High-Speed Train Sector", Journal of International Business Studies, 52, 621-645.
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Can state governance spur firm innovation in an emerging economy and transform state-owned enterprises (SOEs) from “dying dinosaurs” to “dynamic dynamos”? We seek an answer to this question by investigating the innovative performance of restructured SOEs in China’s high-speed train sector. We expect that SOE restructuration will improve firm innovation, but that the degree of improvement will depend on how the state conducts firm governance. Building on institutional theory, we distinguish state governance via equity ownership and administrative affiliation in an emerging economy with market-hierarchy institutional conflicts. Under such conflicts, restructured SOEs experience institutional logic dissonance, which hinders organizational change for technological innovation. We hypothesize that state ownership exacerbates institutional logic dissonance at a restructured SOE, thus limiting innovation improvement from restructuration; in contrast, state affiliation mitigates firm dissonance and hence augments such improvement. We find empirical evidence for these hypotheses in a comprehensive panel of high-speed train manufacturers in China between 1989 and 2015. This study contributes to the institution-based theory of technological innovation in emerging economies. On the practical front, our findings suggest that emerging states may adopt arms-length governance to spur SOE innovation and unleash these dynamic dynamos to fuel sustainable economic growth.Voronov, M. and Weber, K. (2020). "People, Actors, and the Humanizing of Institutional Theory", Journal of Management Studies, 57, 873-884.
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In much contemporary institutional scholarship, the term ‘actor’ is used as a shorthand for any entity imbued with agency. Talking about actors in institutions thus serves the necessity of allocating agency before returning to the analysis of institutional structures and processes. We find this approach to actorhood limiting, conceptually and normatively. Grounded in the perspective of pragmatist phenomenology, we assert the need for distinguishing between persons and actors, and the value of integrating the person into institutional analysis. We conceive of persons as humans with a reflective capacity and sense of self, who engage with multiple institutions through the performance of institutional roles. People may acquire actorhood by temporarily aligning their self with what is expected from a particular actor‐role in an institutional order. Conversely, institutions enter people’s lifeworld as they are personified in people’s social performances. We outline this perspective and examine conceptual and normative implications that arise from the integration of human experience in institutional analysis.Massa, F., Helms, W., Voronov, M. and Wang, L. (2017). "Emotions Uncorked: Inspiring Evangelism for the Emerging Practice of Cool Climate Winemaking in Ontario", Academy of Management Journal, 60(2), 461-499.
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This paper examines how organizations create evangelists, members of key audiences who build a critical mass of support for new ways of doing things. We conduct a longitudinal, inductive study of Ontario’s cool-climate wineries and members of six external audience groups who evangelized on behalf of their emerging winemaking practice. We found that wineries drew from three institutionalized vinicultural templates—“provenance,” “hedonic,” and “glory”—to craft rituals designed to convert these audience members. These rituals led to inspiring emotional experiences among audience members with receptive gourmand and regional identities, driving them to engage in evangelistic behaviors. While a growing body of work on evangelists has emphasized their individual characteristics, the role of emotions in driving their activities, as well as how they advocate for organizations, our study demonstrates how evangelism can be built through ritualized interactions with organizations. Specifically, we reveal how organizations develop rituals that translate emerging practices into inspiring emotional experiences for particular members of audiences. This suggests that rituals can be used not only to incite dedication within organizational boundaries, but to inspire members of external audiences to act as social conduits through which emerging practices spread.Voronov, M. and Weber, K. (2017). "Emotional Competence, Institutional Ethos and the Heart of Institutions", Academy of Management Review, 42(3), 556-560.
Voronov, M. (2014). "Toward a Toolkit for Emotionalizing Institutional Theory", Research on Emotion in Organizations, 10, 167-196.
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As institutional theory increasingly looks to the micro-level for explanations of macro-level institutional processes, institutional scholars need to pay closer attention to the role of emotions in invigorating institutional processes. I argue that attending to emotions is most likely to enrich institutional analysis, if scholars take inspiration from theories that conceptualize emotions as relational and inter-subjective, rather than intra-personal, because the former would be more compatible with institutional theory’s relational roots. I review such promising theories that include symbolic interactionism, psychoanalytic and psychodynamic perspectives, moral psychology, and social movements. I conclude by outlining several possible research questions that might be inspired by attending to the role of emotions in institutional processes. I argue that such research can enrich the understanding of embedded agency, power, and the use of theorization by institutional change agents, as well as introduce a hereto neglected affective facet into the study of institutional logics.Colwell, S. and Joshi, A. (2013). "Corporate Ecological Responsiveness: Antecedent Effects of Institutional Pressure and Top Management Commitment and Their Impact on Organizational Performance", Business Strategy and the Environment, 22, 73-91.
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Institutional theory argues that conformity to institutional pressure enhances the survival probability of organizations. Two key limitations of institutional theory have been proposed in recent literature: one, that it ignores the role of top management, and two, that it focuses only on survival as a benefit to the exclusion of more strategic benefits such as growth and profitability. In this research, we build a conceptual model that addresses both of these limitations in the context of institutional pressure on organizations to behave more responsibly vis‐à‐vis the natural environment. Results from a survey of 199 manufacturing firms show that the relationship between institutional pressure and corporate responsiveness to the pressure (i.e. corporate environmental responsiveness) is enhanced when top management commitment to the environment is high. Moreover, results show that organizational conformity to institutional pressure enhances the strategic benefits that organizations receive.Bondy, K., Matten, D. and Moon, J. (2012). "An Institution of Corporate Social Responsibility (CSR) in Multi-National Corporations (MNCs): Form and Implications", Journal of Business Ethics, 111, 281–299.
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This article investigates corporate social responsibility (CSR) as an institution within UK multi-national corporations (MNCs). In the context of the literature on the institutionalization of CSR and on critical CSR, it presents two main findings. First, it contributes to the CSR mainstream literature by confirming that CSR has not only become institutionalized in society but that a form of this institution is also present within MNCs. Secondly, it contributes to the critical CSR literature by suggesting that unlike broader notions of CSR shared between multiple stakeholders, MNCs practise a form of CSR that undermines the broader stakeholder concept. By increasingly focusing on strategic forms of CSR activity, MNCs are moving away from a societal understanding of CSR that focuses on redressing the impacts of their operations through stakeholder concerns, back to any activity that supports traditional business imperatives. The implications of this shift are considered using institutional theory to evaluate macro-institutional pressures for CSR activity and the agency of powerful incumbents in the contested field of CSR.Abdi, M. and Aulakh, P. (2012). "Do Country-Level Institutional Frameworks and Inter-firm Governance Arrangements Substitute or Complement in International Business Relationships?", Journal of International Business Studies, 43, 477-497.
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Interfirm relationships among partners from institutionally distant environments are subject to governance difficulties, owing to the paucity of shared cognitive and regulatory frameworks. We examine the potential of formal contracting and relational governance developed at the partnership level to overcome the formal and informal institutional gap at the country level. Empirical results from a sample of 184 international partnerships of large US firms support an overall substitutive relationship between informal institutional frameworks and interorganizational relational arrangements whereby the performance benefits of relational governance are reinforced at higher degrees of informal institutional distance. Contrastingly, formal institutional frameworks and contractual governance are found to have a complementary relationship, with performance gains from formal contracting undermined at higher degrees of formal distance.Voronov, M. and Vince, R. (2012). "Integrating Emotions into the Analysis of Institutional Work", Academy of Management Review, 37(1), 58-81.
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We argue for the importance of including analyses of emotional and unconscious processes in the study of institutional work. We develop a framework that integrates emotions and their connection to domination, and we offer a typology of interactions between the emotional and cognitive antecedents of institutional maintenance, disruption, and creation. We conclude by discussing the implications of paying closer attention to emotions for future institutional research, including questions regarding reproduction versus change, intentionality, and rationality.- Finalist for the Best Published Paper in Organization and Management Theory Award, OMT Division of the Academy of Management, August 2013
- Emerald Citations of Excellence for 2015 Award