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
Moshe Farjoun and Peer Fiss (2021). "Thriving on Contradiction: Toward a Dialectical Alternative to Fit-Based Models in Strategy (and Beyond)", Strategic Management Journal.
Abstract
This essay broadens the conversation on the state of organizational contradictions and paradox research by turning to dialectics—a time-honored, living perspective on social processes and relations, which continues to influence our understanding of the past, present, and future. Dialectics distinctive relational process worldview sets it apart from approaches stressing equilibrium, linearity, and coherence, making it highly relevant to a world in flux. I propose that dialectics is already present in strategy research and in contemporary business, and can become even more central to strategy, addressing core questions in the field and propelling it in new directions. Strategy scholars can draw on dialectics principles as a generative tool kit to construct new theories and managerial tools. Dialectics can also be used as a theoretical lens to understand emerging empirical phenomena such as the rapid advent of artificial intelligence. Finally, dialectics critical stance and philosophical grounding makes it a particularly attractive perspective for challenging existing theoretical models and for considering alternatives.Farjoun, M. (2019). "Strategy and Dialectics: Rejuvenating a Long-standing Relationship", Strategic Organization, 17(1), 133-144.
Abstract
This essay broadens the conversation on the state of organizational contradictions and paradox research by turning to dialectics—a time-honored, living perspective on social processes and relations, which continues to influence our understanding of the past, present, and future. Dialectics distinctive relational process worldview sets it apart from approaches stressing equilibrium, linearity, and coherence, making it highly relevant to a world in flux. I propose that dialectics is already present in strategy research and in contemporary business, and can become even more central to strategy, addressing core questions in the field and propelling it in new directions. Strategy scholars can draw on dialectics principles as a generative tool kit to construct new theories and managerial tools. Dialectics can also be used as a theoretical lens to understand emerging empirical phenomena such as the rapid advent of artificial intelligence. Finally, dialectics critical stance and philosophical grounding makes it a particularly attractive perspective for challenging existing theoretical models and for considering alternatives.Ansell, C., Boin, A. and Farjoun, M. (2015). "Dynamic Conservatism: How Institutions Change to Remain the Same", Research in the Sociology of Organizations, 44, 89-119.
Abstract
The environment of most organizations is beset by continuous change, instability, flux, and unpredictability. If organizations are to survive and prosper under such conditions, they must be capable of dynamic adaption and stable and reliable performance. Organization theory recognizes the importance of both imperatives, but typically assumes that they pull organizations in different directions. Building on Selznick’s theory of institutionalization, we argue that institutions can, should and sometimes do master the challenge of being responsive and stable, while avoiding the potentially destructive tendencies of rigidity and opportunism. Contrary to a prominent view that strong institutionalization leads to inertia, Selznick’s theory suggests that strong institutions are capable of preemptive adaptation to protect the character of their institutions. We describe this state as one of dynamic conservatism and explore four types of preemptive internal reform strategies: strategic retreat, self-cannibalization, experimentation, and repositioning. We conclude with a consideration of factors that might moderate the ability of strong institutions to proactively change in order to remain the same.Valente, M. (2015). "Business Sustainability Embeddedness as a Strategic Imperative", Business & Society, 54(1), 126-142.
Abstract
This article examines the dynamic process through which business sustainability becomes embedded as a strategic imperative of the firm. Using inductive theory building on 15 case studies of companies operating in Kenya, Tanzania, South Africa, and Egypt, the author traces an eight-phase process that tracks how firms develop lucrative operational capabilities in response to pervasive contextual issues, how the role of convergent contradiction across the firm and its stakeholders precipitates a shift in thinking, and how firms and their stakeholders collectively theorize to develop complementary capabilities, the product of which enables significant economic and social value creation and firm strategic differentiation.Mirchandani, D. and Peridis, T. (2014). "Toward an Integrated Theory of Sustainability", Journal of Business and Economics, 5(10), 1892-1901.
Abstract
The strategic management literature is combined with a cross-national and cross-cultural perspective to offer a broad conceptual framework that guides the development of a research roadmap that begins with an inductive theory building phase which is followed by an empirical testing phase. The potential benefits, of such an approach, include movement toward an integrated theory of sustainability that will provide useful insights to multiple constituents including managers and policy makers.Valente, M. (2012). "Indigenous Resource and Institutional Capital: The Role of Local Context in Embedding sustainable Development", Business & Society, 51(3), 409-449.