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

Oliver, C. and Valente, M. (2018). "Meta-Organization Formation and Sustainability in Sub-Saharan Africa", Organization Science, 29(4), 678-701.

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Abstract In response to recent calls for theory to predict and explain the phenomenon of “meta-organizations,” we set out to identify the causes of their formation. Using a cross-case comparison of multiple case studies in sub-Saharan Africa, where nine focal firms varied in their response to the complexities of sustainability, we examined how and why some firms approached sustainability through a meta-organization while others did not. Our findings show that meta-organizations may be an effective means of managing the complexity of sustainability when participants exhibit an openness to innovative forms of collaboration—which, in turn, rests on complex systems framing and experiential embeddedness—and when they collectively undergo a four-stage process of meta-organization formation that transforms dormant resources into critical sources for achieving systemic goals. Our results also suggest that meta-organizations may be particularly well suited to addressing institutional and market voids, which typically constitute highly complex economic and social contexts. In addition to making contributions to the extant literature on interorganizational relationships and networks, this paper, to our knowledge, is the first to examine the appropriateness of the meta-organizational form in less developed economies, extending the potential generalizability of its application to multiple economic contexts.

Bossink, B., Keyhani, M. and Madhok, A. (2015). "Understanding Alliance Evolution and Transformation: Adjustment Costs and the Economics of Resource Value", Strategic Organization, 13(2), 91-116.

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Abstract Alliances have been studied extensively in the past and various arguments have been suggested to explain their evolution and eventual termination. We argue that one important explanation of alliance termination has remained overlooked, one where the mechanism revolves around resource value and is independent of any mismanagement, opportunism, lack of trust, interpretive misunderstanding, or perceptions of inequity. In this explanation, we recognize explicitly that resources undergo transformation through an alliance, and this transformation reveals new previously imperfectly predicted costs to remain in the alliance as well as new opportunities outside the alliance. We apply the concepts of direct and indirect adjustment costs and inter-temporal economies of scope to explain these phenomena and demonstrate that, depending on the particular structure of incentive asymmetry between the two firms after alliance formation, the new circumstances may motivate a revised cost/profit sharing arrangement, a change in ownership of alliance resources, or a complete dissolution of the alliance. Some determinants of adjustment costs are explored in detail, covering resource characteristics, resource combination characteristics, and environment characteristics. Based on the economics of resource value, our argument has implications not just for alliance evolution and termination but also provides a distinct lens to explain the evolution of firm boundaries and the manner of transition of alliances into acquisitions.