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

Li, W. and Tan, J. (2018). "Dancing with Wolves: How Disadvantaged Firms Fare in Asymmetric Alliances in China", Journal of Asia-Pacific Business, 19(3), 140-165.

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Abstract This study examines how dependence asymmetry and joint dependence affect the performance of less-powerful organizations in alliances in China’s emerging market. Based on a sample of 1,127 strategic alliances between Chinese publicly listed firms, the authors found that, unlike the conventional wisdom that the dependence-advantageous firms are typically the winners in western economies, the dependence-disadvantageous firms actually benefit from asymmetric alliances in China’s sociocultural and business environment. This positive impact is further channeled by high joint dependence. In addition, partnering with firms in unrelated business areas is beneficial for the disadvantaged organizations. This research extends the interdependence mechanisms to a different sociocultural context and contributes to the literature by examining it as a condition for value creation versus value appropriation

Convery, S., Gregor, K., Mahoney, L. and Thorne, L. (2017). "A Comparison of Canadian and U.S. CSR Strategic Alliances, CSR Reporting, and CSR Performance: Insights into Implicit–Explicit CSR", Journal of Business Ethics, 143(1), 85-98.

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Abstract We considered the question of how corporate social responsibility (CSR) differs between Canada and the U.S. Prior research has identified that national institutional differences exist between the two countries [Freeman and Hasnaoui, J Business Ethics 100(3):419–443, 2011], which may be associated with variations in their respective CSR practices. Matten and Moon [Acad Manag Rev 33(2):404–424, 2008] suggested that cross-national differences in firms’ CSR are depicted by an implicit–explicit conceptual framework: explicit CSR practices are deliberate and more strategic than implicit CSR practices. We compared Canada and U.S. CSR and examined how CSR strategic alliances, CSR reporting, and CSR performance in the two countries correspond to implicit versus explicit CSR practices, which we link to stakeholder and signaling perspectives. We relied upon a new database, the Sustainalytics Global Platform (SGP), and we found a positive association exists between CSR strategic alliances and the number of years that firms have issued standalone CSR reports in both countries. Moreover, we found that CSR scores mediated this association in the U.S., as U.S. firms with high CSR scores typically engage in more CSR strategic alliances. In Canada, we did not find this mediating effect. Our findings suggest that U.S. firms engage in signaling activities that are more strategic and explicit than their Canadian counterparts. This paper closes with implications for practice and theory.

Li, W. and Tan, J. (2013). "Dancing with Wolves: The Mechanisms of Dependence Asymmetry in Asymmetric Alliances", Academy of Management Proceedings.

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Abstract When do less-powerful firms interact with more-powerful firms in alliances? This article examines the effects of the mechanisms of dependence asymmetry on the performance of less-powerful firms in asymmetric strategic alliances. The current literature provides different logics and theoretical bases to explain the effects of dependence asymmetry; however, these explanations are primarily from the perspective of value appropriation. We discuss the effects by incorporating both value appropriation and value creation and include the alliance portfolio and business relatedness as contingencies to explain how to dance with wolves. Testing our hypotheses on a sample of strategic alliances between Chinese publicly-listed firms from 2002 to 2007 we find that dependence-disadvantaged firms actually benefitted from asymmetric alliances, especially when there was less relative dependence or when their businesses were unrelated to those of their alliance partners.