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.
Bell, C., Min, Y.A. and Stein, A.M. (2020). "Does “the servant as leader” Translate Into Chinese? A Cross-cultural Meta-analysis of Servant Leadership", European Journal of Work and Organizational Psychology, 29(3), 315-329.
AbstractServant leadership is a popular style of ethically-based leadership developed in the cultural context of the United States and other Anglo-Saxon (Anglo) countries with a similar culture and managerial context. However, much of the empirical research on this leadership style has been conducted in China, a country with very different cultural and managerial traditions. It is not known whether the results of research conducted in China can be integrated into a general theory of servant leadership. It is also unknown whether servant leadership, which is widely promoted as an effective leadership style in Anglo countries, will be equally effective for all employee outcomes in China. To answer these questions, we perform a meta-analysis of servant leadership research (k = 112, n = 35,716) which compares the effects of servant leadership on employees in China with its effects on employees in Anglo countries. Results show that there is no significant difference in effect sizes between Chinese and Anglo employees for job performance, organizational citizenship behaviour, creative behaviour, affective commitment, and job satisfaction. The effect of servant leadership on leader-member exchange may be stronger for Anglo employees. Implications for servant leadership theory and managerial practices in China are discussed.
Packard, G. with 184 co-authors (2018). "Many Labs 2: Investigating Variation in Replicability Across Sample and Setting", Advances in Methods and Practices in Psychological Science, 1(4), 443-490.
AbstractWe conducted preregistered replications of 28 classic and contemporary published findings, with protocols that were peer reviewed in advance, to examine variation in effect magnitudes across samples and settings. Each protocol was administered to approximately half of 125 samples that comprised 15,305 participants from 36 countries and territories. Using the conventional criterion of statistical significance (p < .05), we found that 15 (54%) of the replications provided evidence of a statistically significant effect in the same direction as the original finding. With a strict significance criterion (p < .0001), 14 (50%) of the replications still provided such evidence, a reflection of the extremely high-powered design. Seven (25%) of the replications yielded effect sizes larger than the original ones, and 21 (75%) yielded effect sizes smaller than the original ones. The median comparable Cohen’s ds were 0.60 for the original findings and 0.15 for the replications. The effect sizes were small (< 0.20) in 16 of the replications (57%), and 9 effects (32%) were in the direction opposite the direction of the original effect. Across settings, the Q statistic indicated significant heterogeneity in 11 (39%) of the replication effects, and most of those were among the findings with the largest overall effect sizes; only 1 effect that was near zero in the aggregate showed significant heterogeneity according to this measure. Only 1 effect had a tau value greater than .20, an indication of moderate heterogeneity. Eight others had tau values near or slightly above .10, an indication of slight heterogeneity. Moderation tests indicated that very little heterogeneity was attributable to the order in which the tasks were performed or whether the tasks were administered in lab versus online. Exploratory comparisons revealed little heterogeneity between Western, educated, industrialized, rich, and democratic (WEIRD) cultures and less WEIRD cultures (i.e., cultures with relatively high and low WEIRDness scores, respectively). Cumulatively, variability in the observed effect sizes was attributable more to the effect being studied than to the sample or setting in which it was studied.
Arvan, M.M., DeNunzio, W., Knudsen, E.A., Shen, W. and Shockley, K.M. (2017). "Disentangling the Relationship Between Gender and Work-family Conflict: An Integration of Theoretical Perspectives Using Meta-analytic Methods", Journal of Applied Psychology, 102, 1601-1635.
AbstractImplicit in many discussions of work–family issues is the idea that managing the work–family interface is more challenging for women than men. We address whether this intuition is supported by the empirical data via a meta-analysis of gender differences in work–family conflict (WFC) based on more than 350 independent samples (N > 250,000 workers). Challenging lay perceptions, our results demonstrate that men and women generally do not differ on their reports of WFC, though there were some modest moderating effects of dual-earner status, parental status, type of WFC (i.e., time-, strain-, vs. behavior-based), and when limiting samples to men and women who held the same job. To better understand the relationship between gender and WFC, we engaged in theory-testing of mediating mechanisms based on commonly invoked theoretical perspectives. We found evidence in support of the rational view, no support for the sensitization and male segmentation perspectives, and partial support for the asymmetrical domain permeability model. Finally, we build theory by seeking to identify omitted mediators that explain the relationship between gender and work-interference-with-family, given evidence that existing theoretically specified mechanisms are insufficient to explain this relationship. Overall, we find more evidence for similarity rather than difference in the degree of WFC experienced by men and women.
Koh, C.W., Lee, T. and Shen, W. (2016). "Black-White Differences in Job Satisfaction: A Meta-analysis", Journal of Vocational Behavior, 94, 131-143.
AbstractStudies examining Black–White mean differences in job satisfaction have provided little clarity regarding whether there are meaningful differences between the two racial/ethnic groups on this job attitude. The present study sought to reconcile prior inconsistent findings via a meta-analytic synthesis of this literature (N = 753,791; K = 63 independent samples from 55 studies) and examined whether moderators explained the observed variability in effects. Using Hedges and Vevea's (1998) random-effects meta-analytic approach, we found that, on average, White workers were slightly more satisfied with their jobs than Black workers (gcorrected = .09; 95% credibility interval = −.21 to .39) and this effect was larger in more nationally representative samples (gcorrected = .24). The substantial true variability around this effect suggests the presence of moderators and the need for caution in interpreting the overall effect as it likely does not generalize across all work settings. Data collection year, geographic location within the U.S., job sector, and measure type were not found to moderate Black–White mean differences in job satisfaction. However, job complexity and sample demographic composition did significantly moderate this relationship. Our results show that the magnitude and direction of Black–White mean differences in job satisfaction are influenced by the context.
Cho, C.H., Maurice, J., Nègre, E. and Verdier, M-A. (2016). "Is Environmental Disclosure Good for the Environment? A Meta-Analysis and Research Agenda", Korean Accounting Review, 41(3), 239-277.
AbstractThis paper reviews the literature on the association between environmental disclosure and environmental performance. Results from previous studies are mixed. While some studies conducted in an economic perspective document a positive association between these two environmental dimensions, other studies obtain a negative association that they mainly explain using arguments drawn from socio-political theories. Given these conflicting results, we conduct a meta-analysis to provide an average direction and magnitude of the association between environmental disclosure and environmental performance. The meta-analysis reveals that there is no association between the environmental disclosure and the environmental performance of the 2,672 companies of our cumulated sample, and that this non-association remains constant over time despite the continuous reinforcement of environmental regulations. Based on these results, we discuss theoretical and methodological issues associated with prior literature that could explain this overall non-association and we suggest avenues for future research.
Dhanani, L.Y., Joseph, D.L., McCord, M.A., McHugh, B.C. and Shen, W. (2015). "Is a Happy Leader a Good Leader? A Meta-analytic Investigation of Leader Trait Affect and Leadership", Leadership Quarterly, 26, 557-576.
AbstractOrganizational scholars have long been concerned with identifying traits that differentiate effective leaders from ineffective leaders. Although there has been renewed interest in the role of emotions in leadership, there is currently no quantitative summary of leader trait affectivity and leadership. Thus, the current paper meta-analyzed the relationship between leader trait affectivity and several leadership criteria, including transformational leadership, transactional leadership, leadership emergence, and leadership effectiveness. Results show that leader positive affect is positively related to leadership criteria, whereas leader negative affect is negatively related to leadership criteria, and regression analyses indicate that leader trait affect predicts leadership criteria above and beyond leader extraversion and neuroticism. Additionally, mediational analyses reveal that the relationship between leader trait affect and leadership effectiveness operates through transformational leadership. Taken together, these results contribute to the literature on emotions and leadership by highlighting the role of leader affect as a meaningful predictor of leadership.
Anseel, F., Beatty, A.S., Lievens, F., Sackett, P.R. and Shen, W. (2015). "How Are We Doing After More Than 30 years? A Meta-analytic Review of the Antecedents and Outcomes of Feedback-seeking Behavior", Journal of Management, 41, 318-348.
AbstractThis study provides meta-analytic estimates of the antecedents and consequences of feedback-seeking behavior (FSB). Clear support was found for the guiding cost/benefit framework in the feedback-seeking domain. Organizational tenure, job tenure, and age were negatively related to FSB. Learning and performance goal orientation, external feedback propensity, frequent positive feedback, high self-esteem, a transformational leadership style, and a high-quality relationship were positively associated with FSB. Challenging some of the dominant views in the feedback-seeking domain, the relationship between uncertainty and FSB was negative and the relationship between FSB and performance was small. Finally, inquiry and monitoring are not interchangeable feedback-seeking tactics. So FSB is best represented as an aggregate model instead of a latent model. In the discussion, gaps in the current FSB knowledge are identified and a research agenda for the future is put forward. Future research may benefit from (a) a systematic and integrative effort examining antecedents of both feedback-seeking strategies on the basis of a self-motives framework, (b) adopting a process perspective of feedback-seeking interactions, and (c) taking the iterative nature of feedback into account.
Jones, K.S., Rupp, D.E., Shao, R. and Skarlick, D. (2013). "Employee Justice Across Cultures: A Meta-analytic Review", Journal of Management, 39(1), 263-301.
AbstractThis article explores the moderating influence of Hofstede’s cultural dimensions (individualism/collectivism, masculinity/femininity, uncertainty avoidance, and power distance) on the relationship between justice perceptions and both supervisor- and employer-related outcomes. The integration of justice theories with Hofstede’s national culture typology implies multiple, and potentially competing, propositions regarding the impact of culture on justice effects. To sort out these issues, the authors present meta-analytic findings summarizing data from 495 unique samples, representing over 190,000 employees working in 32 distinct countries and regions. Results indicate that justice effects are strongest among nations associated with individualism, femininity, uncertainty avoidance, and low power distance. The authors discuss these findings in terms of the practice of justice across cultures.
Jones, K., Liao, H. Rupp, D.E. and Shao, R.. "The Utility of a Multifoci Approach to the Study of Organizational Justice: A Meta-analytic Investigation into the Consideration of Normative Rules, Moral Accountability, Bandwidth-fidelity, and Social Exchange", Organizational Behavior and Human Decision Processes, 123(2), 159-185.