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

Voronov, M. (2008). "Toward a Practice Perspective on Strategic Organizational Learning", The Learning Organization, 15, 915-221.

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Abstract "The purpose of this paper is to add to the emerging literatures on organizational learning and strategic management by developing a practice perspective on strategic organizational learning (SOL). While the literature on SOL has been growing, much of it has targeted exclusively practitioners and has not yet elaborated the mechanics and the micro‐dynamics of SOL. This paper is an initial attempt at exploring two important aspects of SOL: deep‐structure politics, and sensegiving. The paper reports a qualitative case study of a major construction project undertaken by a mid‐size urban university as a part of its strategic change initiative. Several ways in which deep‐structure politics shaped SOL at the research site are highlighted. The findings suggest that deep‐structure politics and sensegiving can shape identity processes in the context of SOL in important ways, such as dramatically altering the identity of the project team and symbolically separating it from the host institution. The paper enriches the predominantly practitioner literature on SOL with empirical examination of the practices of SOL."

Voronov, M. and Yorks, L. (2005). "Taking Power Seriously in Strategic Organizational Learning", The Learning Organization, 12, 9-25.

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Abstract "This paper argues that failing to grasp thoroughly the influence of power on the strategy‐making process can severely inhibit the potential of strategy making as a vehicle of organizational learning. First the organizational learning perspective on strategic management is sketched and an attempt is made to show how it takes the social aspects of organizing more seriously than earlier perspectives on strategy. It is also noted how this iteration responds or at least has the potential to respond to some of the critiques directed at earlier thinking on strategy from critical management studies (CMS). Then CMS's critique of organizational learning theories is noted and the critiques to re‐conceptualize blockages to learning and knowledge creation are built on. An attempt has been made to show that, as in earlier perspectives on strategy, there is still insufficient attention being paid to the role of power in strategic change. This places severe limitations on strategic learning that is possible. Concludes by joining other writers in calling for a less managerialist research in strategy."