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

Eden, D., Farjoun, M., Kollenscher, E. and Ronen, B. (2017). "Architectural Leadership: The Neglected Core of Organizational Leadership", European Management Review, 14(3), 247-264.

Open Access Download

Abstract The cornerstone of architectural leadership (AL) theory is to structure the organization in service to its strategy so as to improve its capabilities and enhance its value. Rather than relying on the CEO's personal influence, AL centers on structuring and operating core organization‐wide processes that diffuse leadership influence across managerial levels and harness the whole organization better to attain its goals. AL is grounded in the academic management literature. It complements theories that focus on targets but neglect the means needed to achieve them. Though most managers spend much of their time dealing with the means while struggling with insufficient infrastructure, existing management theories ignore these issues or say little about them. Architectural leadership theory provides a solution to this lacuna. Applying AL can help managers create value by developing the infrastructure required for strategy implementation.

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.

Open Access Download

Abstract Our 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.