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
Kim, T.Y., Nadisic, T., Paddock, E.L., Rupp, D.E., Shao, R. and Skarlicki, D.P. (2018). "Corporate Social Responsibility and Employee Engagement: The Moderating Role of CSR‐specific Relative Autonomy and Individualism", Journal of Organizational Behavior, 39(5), 559-579.
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Abstract
Growing evidence suggests that employees' perceptions of their employer's corporate social responsibility (CSR) relate positively to employee work engagement. This is an important connection given the impact of work engagement on both employee health and organizational productivity, as well as the importance of CSR for society. In this paper, however, we argue that the CSR perceptions–work engagement relationship cannot be assumed to be universal and that both individual and contextual factors will place meaningful boundary conditions on this effect. Integrating motivation and cross‐cultural theories, we propose that the relationship between employees' CSR perceptions and their work engagement will be stronger among employees who perceive higher CSR‐specific relative autonomy (i.e., employees' contextualized motivation for complying with, advocating for, and/or participating in CSR activities) and that this amplification effect will be stronger among employees who are higher on individualism (studied at the individual‐level of analysis). These predictions were mostly supported among a sample of 673 working adults from five different regions (Canada, China [mainland], France, Hong Kong, and Singapore) and while controlling for first‐party justice perceptions, moral identity, employee demographics, and employer/nation characteristics. Theoretical and practical implications are discussed.Folger, R., Rupp, D.R., Shao, R., Shapiro, D.L. and Skarlicki, D.P. (2017). "A Critical Analysis of the Conceptualization and Measurement of Organizational Justice: Is It Time for Reassessment?", Academy of Management Annals, 11(2), 919-959.
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This paper provides a historical review of the conceptualization and measurement of organizational justice. We demonstrate how, over time, a dominant norm for conceptualizing and measuring justice has emerged. We posit that although consistent conceptualization and measurement across justice studies can enable the accumulation of knowledge, if the dominant approach is incomplete, this can impede the accumulation of knowledge and risk construct reification. We suggest that these risks are high given that (a) contemporary approaches to measuring fairness perceptions fail to capture the full domain of organizational justice as it was initially conceptualized by early scholars; (b) despite a foundation of “classic” theories, our field has yet to systematically map the justice domain; and (c) the normative operationalizations of organizational justice are based on observations that predate the 21st century workplace. We offer suggestions for future research and new approaches to assessing workplace fairness. Our paper’s goal, ultimately, is to reconsider how justice is conceptualized and measured so that the findings obtained from future empirical justice studies can go beyond the constraints of the current paradigm.Bosse, D.A. and Phillips, R.A. (2016). "Agency Theory and Bounded Self Interest", Academy of Management Review, 41(2), 276-297.
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Agency theory draws attention to certain behaviors of CEOs and boards that, in aggregate, create losses for society. The empirical literature, however, characterized by contentious findings, suggests that the current form of agency theory is not supporting a clear understanding of these behaviors and their costs. We propose a change to one assumption, with potentially profound implications. Expanding on the assumption of narrow self-interest underlying agency theory, we apply an empirically well-established refinement that self-interest is bounded by norms of reciprocity and fairness. The resulting logic is that perceptions of fairness mediate the relationships derived from standard agency theory through positively and negatively reciprocal behaviors. This mediating variable provides a parsimonious new way to help explain extreme results found in prior studies. Rather than aiming to limit CEOs’ self-serving behaviors, boards that apply these arguments improve social welfare by initiating positive reciprocity and avoiding unnecessary, welfare-reducing “revenge” behaviors.Bell, C. and Khoury, C. (2016). "Organizational Powerlessness, Dehumanization, and Gendered Effects of Procedural Justice", Journal of Managerial Psychology, 31(2), 570-585.
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Purpose: The purpose of this paper is to test whether procedural justice effects on organizational powerlessness and dehumanization are stronger for women than men and, consequently, mediated effects on turnover intention are conditional upon gender. Research limitations/implications: The authors used cross-sectional, self-report data but separated predictor and criterion variables in two surveys to counteract common method bias. Nevertheless, causal inferences are limited. Practical implications: To retain personnel, managers, and organizations should be aware of the different needs of their employees and corresponding effects of justice. Likewise, women should be diligent in assessing justice and their response to being treated fairly. Social implications: The model is not predicated on an innate quality of gender but on endemic inequities in society. Procedural justice is associated with basic human needs, and effects that are conditional on gender may be socially constructed rather than based in supposed inherent gender differences. Originality/value: Research and lay theories have emphasized that women value procedural justice because of inherently stronger relational needs. The findings suggest gendered effects are due to broader social conditions affecting women’s instrumental and existential needs. Design/methodology/approach: The authors recruited to a two-wave survey of workplace attitudes with flyers distributed at downtown subway exits. The authors controlled for and tested alternative models for distributive and interpersonal justice. Findings: Gender moderated procedural justice effects on both mediators. The moderated mediation model held only for organizational dehumanization, even controlling for powerlessness. Models for distributive and interpersonal justice were not significant.Bell, C., Crawshaw, J., Cropanzano, R., Fortin, M. and Nadisic, T. (2016). "Beyond the Particular and Universal: Dependence, Independence, and Interdependence of Context, Justice, and Ethics", Journal of Business Ethics, 137(4), 639-647.
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This article reflects on context effects in the study of behavioral ethics and organizational justice. After a general overview, we review three key challenges confronting research in these two domains. First, we consider social scientific versus normative approaches to inquiry. The former aims for a scientific description, while the latter aims to provide prescriptive advice for moral conduct. We argue that the social scientific view can be enriched by considering normative paradigms. The next challenge we consider, involves the duality of morally upright versus morally inappropriate behavior. We observe that there is a long tradition of categorizing behavior dichotomously (e.g., good vs. bad) rather than continuously. We conclude by observing that more research is needed to compare the dichotomous versus continuous perspectives. Third, we examine the role of “cold” cognitions and “hot” affect in making judgments of ethicality. Historically speaking, research has empathized cognition, though recent work has begun to add greater balance to affective reactions. We argue that both cognition and affect are important, but more research is needed to determine how they work together. After considering these three challenges, we then turn to our special issue, providing short reviews of each contribution and how they help in better addressing the three challenges we have identified.Bell, C., Crawshaw, J.R. and Cropanzano, R. (2013). "Organizational Justice: New Insights From Behavioural Ethics", Human Relations, 66(7), 1-20.
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Both organizational justice and behavioural ethics are concerned with questions of ‘right and wrong’ in the context of work organizations. Until recently they have developed largely independently of each other, choosing to focus on subtly different concerns, constructs and research questions. The last few years have, however, witnessed a significant growth in theoretical and empirical research integrating these closely related academic specialities. We review the organizational justice literature, illustrating the impact of behavioural ethics research on important fairness questions. We argue that organizational justice research is focused on four reoccurring issues: (i) why justice at work matters to individuals; (ii) how justice judgements are formed; (iii) the consequences of injustice; and (iv) the factors antecedent to justice perceptions. Current and future justice research has begun and will continue borrowing from the behavioural ethics literature in answering these questions.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.
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