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.
G. Kistruck and Slade Shantz, A (2021). "Research on Grand Challenges: Adopting an Abductive Experimentation Methodology", Organization Studies.
AbstractThere has been a growing interest among management scholars in conducting research on grand challenges. Despite recognizing that studying such highly complex and uncertain phenomena likely requires more unconventional approaches, there has been very little methodological guidance provided to interested scholars. Drawing upon our own grand challenge projects undertaken over the past decade, we put forward a methodological approach we term ‘abductive experimentation’. Such an approach is an action-oriented process of inquiry that cycles between generating ‘doubt’ and generating ‘belief’. More specifically, abductive experimentation iterates between induction, abduction, and deduction to both generate and reconcile ‘surprising’ findings and causal mechanisms. While we submit abductive experimentation as a methodological approach particularly well suited to the study of grand challenges, we believe that the process depicted also provides a general roadmap for scholars seeking to dismantle the artificial dualism between theory and practice.
Kistruck, G. and Shulist, P. (2020). "Linking Management Theory with Poverty Alleviation Efforts through Market Orchestration", Journal of Business Ethics, 173(2), 423-446.
AbstractTop-tier management journals are advocating for greater relevance from management research to Grand Challenges such as poverty alleviation. However, many scholars struggle to identify linkages between the practical undertaking of poverty alleviation and theory development opportunities in the management literature. Responding to this call, we develop and outline a framework for theorizing from an increasingly common business-based poverty alleviation approach known as ‘market orchestration.’ Core to this framework are a set of contextual difference that contrast with the Western environment in which most management theorizing has taken place. These contextual differences—at the micro, meso, and macro levels—challenge the implicit assumptions underpinning much of the management literature. As a result, a substantial opportunity exists to identify new predictors, contingencies, explanations, and outcomes that can significantly inform theory. Equally important, by focusing on the contextual differences and the challenges they create, management scholars can provide practical guidance to organizations engaged in market orchestration efforts.
Esper, H., Grogan-Kaylor, A., Kistruck, G.M. and London, T. (2014). "Connecting Poverty to Purchase in Informal Markets", Strategic Entrepreneurship Journal, 8(1), 37-55.
AbstractBase‐of‐the‐Pyramid (BoP) enterprises seek to serve impoverished customers in informal markets. While BoP enterprises have grown in prominence, comparatively little multidimensional theoretical work has explored why these customers ultimately elect to purchase their products. Using a sample of 555 potential customers in rural India, our results indicate that the influence of different dimensions of poverty on likelihood of purchase is largely a function of the strength of the formal institutional environment. Specifically, stronger formal institutional environments can act as both a complement to, and a substitute for, the influence of individual‐ and network‐level norms on purchasing decisions in informal markets. Copyright © 2014 Strategic Management Society.
Beamish, P., Kistruck, G., Sutter, C. and Qureshi, I. (2013). "Social Intermediation in Base-of-the-Pyramid Markets", Journal of Management Studies, 50(1), 31-66.
AbstractOur study explores the structuring decisions made by intermediaries seeking to alleviate poverty by connecting base‐of‐the‐pyramid markets with more developed markets. Using intermediation theory to ground our study, we collected qualitative data on 29 social intermediation projects located within Latin America, Africa, and Asia. Our findings suggest that ‘socializing’ intermediation theory to more accurately explain and predict structural outcomes across more diverse contexts requires three key modifications: (1) the attenuation of opportunism, which creates an internalizing social force; (2) the accommodation of non‐monetary objectives, which creates an externalizing social force; and (3) the perception of transaction capabilities as tractable, which serves as a guidepost for reconciling these two opposing social forces.
Belk, R., Skеlйn, P. and Varman, R. (2012). "Conflicts at the Bottom of the Pyramid: Profitability, Poverty Alleviation, and Neoliberal Governmentality", Journal of Public Policy and Marketing, 31(1), 19-35.