Organizational Analysis Department’s Research

Overview

Members of the Organizational Analysis Department undertake research in two main disciplinary areas; namely organizational analysis and strategy. Our research interests and contributions cover a broad range of topics, including organizational culture and change, leadership, inclusiveness, organizational control, organizational image and legitimacy, employment relations, employer branding, project management, organizational value creation, strategic planning and governance, sustainability strategies, corporate social responsibilities, business ethics, and indigenous organizational practices. Our research activity takes into consideration historical developments as well as recent legal, societal, technological and/or environmental changes. For example, some of our research activity addresses the implications of the digital environment on organizational stakeholders and related social phenomena. Other research projects undertaken within the department involve multinational corporations, recognizing the importance of developing research insights within a global context.

Sample Research Projects in Progress

Building inclusive workplaces image Building inclusive workplaces (Dr. Angela Workman-Stark): The complexity and fluidity of organizational environments brought about by economic swings, advances in technology, increased global migration, the changing nature and location of work, and other factors, challenge traditional ideas of engaging and motivating people. Added to this complexity, is a renewed focus on issues of fairness and equality brought about by the #BlackLivesMatter and the #MeToo movements. The collective impact of these various themes has caused organizational leaders to increasingly turn their attention to creating more inclusive workplaces - environments in which all individuals are treated respectfully and fairly, feel safe to be their authentic selves, and are able to contribute fully. Dr. Workman-Stark's research is focused on diagnosing the root causes of exclusion and marginalization, and exploring various interventions to overcome these harmful behaviours.


Rethinking temporary organizational structures image Organizations and Sustainability (Dr. Eduardo Ordonez-Ponce): In 2015, the United Nations together with governments from all over the world agreed on a sustainability agenda for 2030 to end poverty, protect the planet and ensure that we all enjoy peace and prosperity. In this context, 17 Sustainable Development Goals (SDGs) were proposed including goals on poverty, hunger, health, education and equality; work, economic growth, innovation and infrastructure; water, energy and cities; biodiversity and climate change; and peace and justice. To achieve this ambitious goal, the international and academic community agree that organizations from all sectors of society are relevant. Following this important challenge, Dr. Eduardo Ordonez-Ponce’s current research focuses on understanding the roles that organizations play in the sustainable development of society. Particularly relevant is his work on cross-sector partnerships for the implementation of community sustainability plans, the sustainability foci of multinationals on the development of developing countries, and understanding the financial sector and their responses to the COVID-19 pandemic.

Recent Publications and Conference Activities

  • House, A. (2020) Business-as-usual: The disenfranchised grief of organization-induced loss. Presentation at Administrative Sciences Association of Canada Annual Meeting, virtual, June 12-15. Winner best student paper award.
  • McQuarrie, A. E., Kondra, A. Z. & Lamertz, K. (2020). Do Tenure and Promotion Policies Discourage Publications in Predatory Journals. Journal of Scholarly Publishing, 51(3), 165-181.
  • McQuarrie, F. A. E., Kondra, A. Z. & K. (2019). Do tenure and promotion policies discourage publications in predatory journals? Paper presented at the 2019 Society for Research in Higher Education International Conference, Newport, Wales.
  • Lam, H., & Harcourt, M. (2019). Whistle-blowing in the digital era: motives, issues and recommendations. New Technology, Work and Employment, 2, 174-190.
  • Harcourt, M., Gall, G., Wilkinson, A., Croucher, R., & Lam, H. (2020). Using the endowment effect to explain managerial resistance towards codetermination: Implications for employment relations from the German case. Human Resource Management Journal, 1, 149-163.
  • Hambly, K., Kumar, R. V., Harcourt, M., Lam, H., & Wood, G. (2019). Profit-sharing as an incentive. International Journal of Human Resource Management, 30(20), 2855-2875.
  • Ordonez-Ponce, E., Clarke, A., & Colbert, B. (2020). Collaborative sustainable business models: Understanding organizations partnering for community sustainability. Business and Society, 1-42. https://doi.org/10.1177/0007650320940241
  • Ordonez-Ponce, E., & Clarke, A. (2020). Sustainability cross-sector partnerships: The strategic role of organizational structures. Corporate Social Responsibility and Environmental Management, 27(5), 2122-2134. https://doi.org/10.1002/csr.1952
  • Ordonez-Ponce, E., & Khare, A. (2020). GRI 300 as a measurement tool for the United Nations Sustainable Development Goals: Assessing the impact of car makers on sustainability. Journal of Environmental Planning and Management. https://doi.org/10.1080/09640568.2020.1746906
  • Talbot, D., & Ordonez-Ponce, E. (2020). Canadian banks’ responses to COVID-19: A strategic positioning analysis. Journal of Sustainable Finance and Investment. https://doi.org/10.1080/20430795.2020.1771982
  • MacDonald, A., Clarke, A., Ordonez-Ponce, E., Chai, Z., & Andreasen, J. (2020). Sustainability managers: The job roles and competencies of building sustainable cities and communities. Public Performance and Management Review. https://doi.org/10.1080/15309576.2020.1803091
  • Ordonez-Ponce, E., & Talbot, D. (2020). The Sustainability Strategies of Multinational Enterprises from Developed and Emerging Economies in the context of Developing Countries. Academy of International Business - Latin America & the Caribbean (AIB-LAC).
  • Ordonez-Ponce, E. (2020). The Relevance of Institutional Context for the Achievement of Sustainability Challenges: The Cross-sector Partnerships of Barcelona and Bristol. 7th Biennial International Symposium on Cross-Sector Social Interactions (CSSI).
  • Clarke, A., Ordonez-Ponce, E., & Castillo-Cifuentes, V. (2020). Local Sustainability Partnerships: Understanding the Relationship between Partnership Structural Features and Partners' Outcomes. 7th Biennial International Symposium on Cross-Sector Social Interactions (CSSI).
  • Ordonez-Ponce, E., & Devenin, V. (2019). Governance Models for Sustainability: Comparing B Corps and Cross-sector Partnerships. 2019 Global B Corp Academic Community Roundtable. Los Angeles, CA.
  • Ordonez-Ponce, E., Clarke, A., & MacDonald, A. (2019). Cross-Sector Partnerships for Local Sustainability: Business and the SDGs. CR3+ Using Dialogue to Build Partnerships for Sustainability. Melbourne, Australia.
  • Lachance, N., & Rose, T. (2020). From colonization to reconciliation: Calling for enhanced member capacity of public servants. Canadian Public Administration, 63(4).
  • Lachance, N. & Rose, T.(2020). More than words can say: Outlining preconditions to collaboration between First Nations, Federal and Provincial governments. International Indigenous Policy Journal, 11(2).
  • Lachance, N. & Rose, T. Collaboration after colonization: Seeking to understand and advance health care collaboration between First Nations, Federal, and Provincial governments in Canada. Presented at the annual CSSI 2020 Conference, June 2020.
  • Rose, T. & Lachance, N. Cross-sector partnerships to enhance Indigenous cultural competency of Universities: Role of business schools. Presented at the CSSI 2020 Conference, June 2020.
  • Rose, T. & Thomas, J. (2019). The quest for value: A hauntological exploration. Presented at the 33 rdANZAM Conference, Dec. 6, 2019, Cairns, Australia.
  • Thomas, J., Stella, G. & Rose, T. (2019). Experiential learning as an antidote to MBA cheating. Presented at the COHERE Conference Nov. 17, 2019, Calgary, AB.
  • Workman-Stark, A. (2020). Enhancing police engagement: An examination of the links between fair treatment and job engagement in a Canadian police organization. International Journal of Police Science and Management, 22(3), 308-322.
  • Workman-Stark, A. (2020). Inclusion starts with “I”? The missing ingredient in leading change: the case of the Royal Canadian Mounted Police (RCMP). Development and Learning in Organizations. https://doi.org/10.1108/DLO-01-2020-0021
  • Workman-Stark, A. (2020), Countering a masculinity contest culture at work: The moderating role of organizational justice. International Journal of Organization Theory & Behavior. https://doi.org/10.1108/IJOTB-11-2019-0132
  • Workman-Stark, A. L. (2020). Fair treatment for all: Testing the predictors of workplace inclusion in a Canadian police organization. Management and Labour Studies. https://doi.org/10.1177/0258042X20959998
  • Workman-Stark, A. (2020, February 12-13). Leading the inclusive organization. Conference Board of Canada, HR Executive Council spring conference, Ottawa, ON.
  • Workman-Stark, A. (2020, March 4-5). Leading the inclusive organization. Conference Board of Canada, HR Executive Council spring conference, Vancouver, BC.
  • Workman-Stark, A. (2019, August 10). Understanding resistance to diversity and inclusion. Canadian Association of Chiefs of Police Annual Conference, Calgary, AB.