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

Nègre, E., Verdier, M-A., Cho, C.H. and Patten, D. (2017). "Disclosure Strategies and Investor Reactions to Downsizing Announcements: A Legitimacy Perspective", Journal of Accounting and Public Policy, 36(3), 239-257.

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Abstract In this paper, we focus on a relatively underexplored aspect of sustainability—workforce reductions. We investigate the determinants and consequences of the decisions made by French firms to use press releases in order to announce downsizing operations. We also examine whether the content of press releases has an impact on investor reactions to downsizing announcements. Particularly in the French context, downsizing operations reflect negatively on corporate social responsibility with respect to employees, and we anticipate that French managers will use disclosure strategies to counter a potential legitimacy threat. Our sample consists of 227 downsizing operations announced between 2007 and 2012 by 119 French listed firms. We find that the disclosure of press releases is driven by both contextual and legitimacy factors. We also find that press releases are associated with more negative reactions to downsizing announcements than when there is no press release, particularly in the case of proactive operations (i.e., implemented by firms with improving performance). A content analysis of press releases indicates that firms, on average, engage in a reactive impression management strategy in their disclosure that consists of attributing downsizing operations to external factors. Moreover, investors penalize the use of proactive arguments, particularly when they are used to justify proactive operations. Overall, our results show that, in the French case, disclosure strategies and their consequences on the financial markets relate to a legitimacy perspective.

Bamber, M. and Parry, S. (2016). "A Study of the Employment of Denial During a Complex and Unstable Crisis Involving Multiple Actors", International Journal of Business Communication, 53(3), 343-366.

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Abstract The authors review the use of denial through a complex and unstable crisis: the Deepwater Horizon tragedy in the Gulf of Mexico. Denial is typically viewed as a binary response—”we did not do this”—with a binary intended outcome—”and therefore we are not to blame.” The authors argue that this interpretation is overly simplistic. They found that Transocean and Halliburton executed a strategy consisting of distancing and (counter)attack to shift blame, whereas BP pursued a strategy dominated by compassion and ingratiation intermixed with carefully used denial to share blame. This form of blame sharing is a hybrid of denial and acceptance. BP accepted responsibility but argued that others were responsible too. The authors’ analysis also shows that deny response options were restricted or relaxed dependent on situational and intertextual context. They find that the tone of the involved parties’ releases became significantly more aggressive as the situation developed toward its legal conclusion and as they responded to one another’s progressively more hostile releases.

Bozzolan, S., Cho, C.H. and Michelon, G. (2015). "Impression Management and Organizational Audiences: The FIAT Group Case", Journal of Business Ethics, 126(1), 143-165.

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Abstract In this paper we investigate whether, and how, corporate management strategically uses disclosure to manage the perceptions of different organizational audiences. In particular, we examine the interactions between the FIAT Group and three of its key organizational audiences—the local press, the international press, and the financial analysts, which are characterized by different levels of salience for the company. We focus on both how management reacts to the optimism level existing within each audience and how the narrative disclosure tone adopted by FIAT influences the ex-post optimism in the local and international press or in the financial analyst community. We investigate the disclosure of the FIAT Group over a 6-year period (2004–2009), during which 70 price-sensitive press releases were published. On the basis of 1,887 (331) news articles published in Italian (international) newspapers and 411 analyst reports, we report evidence of different strategic patterns in the interaction processes between FIAT and its audiences. Our findings also indicate some differences in the way FIAT is affected by, and in turn, affects the sentiment of each audience, thus highlighting that the salience of the stakeholder is an important driver of the adoption of impression management techniques. Taken together, our findings point to issues related to setting the ‘‘tone at the top’’ and potential ethical matters.