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

Zhu, L., Restubog, S.L.D., Leavitt, K., Zhou, L., and Wang, M. (2020). "Lead the Horse to Water, but Don’t Make Him Drink: The Effects of Moral Identity Symbolization on Coworker Behavior Depend on Perceptions of Proselytization", Organizational Behavior and Human Decision Processes, 156, 53-68.

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Abstract We propose that exposure to moral identity symbolization (i.e., outwardly projected displays of one’s morality) leads observers to increase their helping behavior because they perceive the symbolizer as more scrutinizing of their moral characters, especially when observers expect or have an ongoing relationship with the symbolizer. We further propose that the effect of moral identity symbolization on observer behavior is diminished when symbolization involves behaviors that threaten the autonomy of observers (i.e., moral proselytizing). Empirical data from four studies, consisting of field surveys and experiments, supports our hypotheses. Taken together, this research suggests that moral identity symbolization in the workplace leads to helping behavior in observers as a function of heightened perceptions of moral scrutiny, but that such outward display of morality is only related to helping behavior when the symbolizers avoid proselytizing and when there is an ongoing relationship between the observers and the symbolizers.

Bavik, Y.L., Lam, L.W., Shao, R., Sharp, R. and Tang, R. (2018). "Ethical Leadership and Employee Knowledge Sharing: Exploring Dual-mediation Paths", The Leadership Quarterly, 29(2), 322-332.

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Abstract Drawing on social learning and self-determination theories, this study investigates the mediating effects of controlled motivation for knowledge sharing and moral identity in the relationship between ethical leadership and employee knowledge sharing. We conducted a field study with 337 full-time employees to test our hypotheses. Results supported the mediating effects of both controlled motivation and moral identity in accounting for the relationship between ethical leadership and employee knowledge sharing. Our study is among the first to examine whether and why ethical leadership predicts employee knowledge sharing. Theoretical and practical implications are discussed.

Leavitt, K., Zhu, L., and Aquino, K. (2016). "Good Without Knowing It: Subtle Contextual Cues Can Activate Moral Identity and Reshape Moral Intuition", Journal of Business Ethics, 137, 785-800.

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Abstract The role of moral intuition (i.e., a set of implicit processes which occur automatically and at the fringe of conscious awareness) has been increasingly implicated in business decisions and (un)ethical business behavior. But troublingly, because implicit processes often operate outside of conscious awareness, decision makers are generally unaware of their influence. We tested whether subtle contextual cues for identity can alter implicit beliefs. In two studies, we found that contextual cues which nonconsciously prime moral identity weaken the implicit association between the categories of “business” and “ethical,” an implicit association which has previously been linked to unethical decision making. Further, changes in this implicit association mediated the relationship between contextually primed moral identity and concern for external stakeholder groups, regardless of self-reported moral identity. Thus, our results show that subtle contextual cues can lead individuals to render more ethical judgments, by automatically restructuring moral intuition below the level of consciousness.

Danielle, D., Shao, R., Skarlicki, D.P., Song, Y.H., Wang, M. and Van, J. (2016). "Extending the Multifoci Perspective: The Role of Supervisor Justice and Moral Identity in the Relationship between Customer Justice and Customer-directed Sabotage", Journal of Applied Psychology, 101(1), 108-121.

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Abstract The multifoci perspective of justice proposes that individuals tend to target their (in)justice reactions toward the perceived source of the mistreatment. Empirical support for target-specific reactions, however, has been mixed. To explore theoretically relevant reasons for these discrepant results and address unanswered questions in the multifoci justice literature, the present research examines how different justice sources might interactively predict target-specific reactions, and whether these effects occur as a function of moral identity. Results from a sample of North American frontline service employees (N = 314, Study 1) showed that among employees with lower levels of moral identity, low supervisor justice exacerbated the association between low customer justice and customer-directed sabotage, whereas this exacerbation effect was not observed among employees with higher levels of moral identity. This 3-way interaction effect was replicated in a sample of South Korean employees (N = 265, Study 2). (PsycINFO Database Record (c) 2016 APA, all rights reserved)

Chang, Y.K., May, D.R. and Shao, R. (2015). "Does Ethical Membership Matter? Moral Identification and its Organizational Implications", Journal of Applied Psychology, 100(3), 681-694.

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Abstract This research meaningfully connects the literatures on identification and business ethics by proposing the new construct of moral identification. Moral identification is defined here as the perception of oneness or belongingness associated with an organization that exhibits ethical traits (e.g., care, kindness, and compassion), which also involves a deliberate concern of the membership with an ethical organization. Integrating social identity theory with theory on the moral self, this research examines an overall theoretical model where moral identification plays a significant role in explaining employee attraction, motivation, and retention (i.e., 3 components of the overall theoretical framework). These components were examined separately in 3 empirical studies and findings from these studies first revealed that moral identification explained why job seekers with strong (vs. weak) moral identities were more attracted to a socially responsible organization (Study 1). Second, moral identification was associated with lower employee unethical proorganizational behavior (Study 2). Finally, moral identification was negatively related to employees’ turnover intentions. Organizations’ legal compliance moderated this relation such that it was stronger when organizations have higher (vs. lower) levels of legal compliance (Study 3). Taken together, these studies suggest that moral identification offers new insights in explaining both potential and current employees’ behaviors when morality is contextually relevant and subjectively meaningful. Theoretical contributions and practical implications are discussed.