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

Fischer, E. (2019). "If Not Now, When? The Timeliness of Developing a Dialogue between Consumer Culture Theoretic and Macromarketing Perspectives", Journal of Macromarketing, 39(1), 103-105.

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Abstract This paper advocates for doing more research at the intersction of consumer culture theoretic and macromarketing perspectives. It provides an example of a project ideally suited for analysis of this kind, a study that would address how the features and marketing practices of social media platforms may be contributing to political polarization at the societal level.

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."

Voronov, M. (2005). "Should Critical Management Studies and Organization Development Collaborate? Invitation to a Contemplation", Organization Management Journal, 2, 4-26.

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Abstract In this article, the author argues that despite important differences between Critical Management Studies (CMS) and Organization Development (OD), there is enough common ground to make a dialogue worth-while for both fields and for management practice. The author outlines some major “objectives” of each field, noting some important but frequently overlooked similarities and complementarities between them. Power and empowerment are offered as examples of focal topics around which the two disciplines could have a productive discussion, suggesting that such an exchange would help CMS' important insights about power to have more of an impact on organizational practice while enhancing OD's ability to tackle issues of power, domination, and politics. Such a conversation can eventually result in improved management practice – more mindful of issues of power and domination-with benefits for both organizational performance and employees' well-being.