Last week my latest article — Opaque Transparency: How Material Affordances Shape Intermediary Work — was published online. Co-authored with Miron Avidan and Dror Eztion, both at McGill University, the paper asks: How do the material aspects of intermediary work affect regulators, targets, and beneﬁciaries? Continue reading
Yesterday, my article — “Going Public: Debating Matters of Concern as an Imperative for Management Scholars” — was published on the Academy of Management Review website. Co-authored with Dror Etzion (McGill University), in this review essay we assess the shale revolution through the lens of management theory and practice.
On August 13, Ivey Publishing released our latest case study — EPCOR Utilities Inc: Modernizing Alberta’s Electricity System. The case was co-authored by Jennifer Keith, Chelsey McLeod, Jolene Proulx, and Leanne Hedberg, all former students. The case centers on EPCOR, an Edmonton-based utility company and its 2014 decision making related to the implementation of eMetering. This is the tenth business school case study I’ve published.
Today Ivey Publishing released our latest case study — Poppy Barley: Weighing the Costs and Benefits of Sustainability Certification. The case was co-authored by Greg Dobbelsteyn, Leanne Hedberg, Peter Loginov, Aimee Van Dam, and Brittnay Verstraete, all former students. The case centers on Poppy Barley, an Edmonton-based made-to-measure footwear retailer. This is the ninth business school case study I’ve published.
Yesterday we were notified that our latest article on Certified B Corporations — Why We Care About Certified B Corporations: From Valuing Growth to Certifying Values — was accepted for publication in the Academy of Management Discoveries (AMD). Co-authored with Matthew G. Grimes and Ke Cao, the article is an invited commentary on a forthcoming AMD article — The Impact of B Lab Certification on Firm Growth — co-authored by Simon C. Parker, Edward Gamble, Peter W. Moroz, and Oana Branzei.
My previously in press paper — “Serendipity Arrangements for Exapting Science-Based Innovations” — co-authored with Raghu Garud (Pennsylvania State University) and Antonio Paco Giuliani (IÉSEG School of Management), was published in the Academy of Management Perspectives. The paper is part of a special symposium on “Rethinking the Commercialization of Public Science: From Entrepreneurial Outcomes to Societal Impacts” edited by Riccardo Fini, Einar Rasmussen, Donald Siegel, and Johan Wiklund.
An article I co-authored with Ke Cao (a Ph.D. student at the University of Alberta) and Matthew Grimes (Indiana University), was published as the lead chapter of Volume 19 in the Advances in Entrepreneurship, Firm Emergence and Growth series. Edited by Andrew C. Corbett (Babson University) and Jerome A. Katz (Saint Louis University), the theme of the volume is Hybrid Ventures.
Citation: Cao, K., Gehman, J. & Grimes, M.G. 2017. Standing Out and Fitting In: Charting the Emergence of Certified B Corporations by Industry and Region. In A.C. Corbett & J.A. Katz (Eds.), Advances in Entrepreneurship, Firm Emergence and Growth: Hybrid Ventures. 19: 1-38.
Abstract: To fulfill their economic and social missions, it is imperative yet challenging for hybrid ventures to demonstrate legitimacy (fitting in) while simultaneously projecting distinctiveness (standing out). One important means for doing so is by adopting and promoting the recent B Corporation certification. Drawing on a comprehensive analysis of the emergence of this certification, we argue that when it comes to promoting their businesses, hybrid ventures should not adopt a one size fits all approach. Rather, their promotion strategies need to be adapted to their specific contexts. We theorize and develop a typology of certification promotion strategies for hybrid ventures based on the relative prevalence of other hybrid ventures in the same regions and industries. We conclude by articulating why the B Corporation movement is a rich and underexplored context for scholarship on hybrid ventures, and highlight several promising future research directions.
Today, my latest article — “Serendipity Arrangements for Exapting Science-Based Innovations” — was published online. Co-authored with Raghu Garud and Antonio Giuliani, the article is forthcoming in the Academy of Management Perspectives, as part of a special issue on “The Commercialization of Science: An Integrative Research Agenda on Managing the Science-Business Interfaces” guested edited by Mike Wright (Imperial College London), Riccardo Fini (University of Bologna), Einar Rasmussen (Nord University), Donald Siegel (State University of New York at Albany), and Johan Wiklund (Syracuse University).
This morning I received an email from The Case Centre notifying me that our case study — “Northgate Industries Ltd.: Sustainability Challenges Involving Public Policy” — was published. Co-authored with Mana Heydari, Ashley Theberge, and Sid Tetz (all former MBA students), the case study investigates Edmonton-based Northgate Industries Ltd., a provider of modular lodging structures for the oil and gas industry. One of its large manufacturing facilities is located near the Edmonton City Centre Airport area and Northgate has been utilizing the airport for multiple business purposes. At the time of the case, the City of Edmonton is considering closing down the airport. After numerous city meetings, input from the public, and a benefit cost analysis, the city eventually decided to close down the city center airport and to proceed with plans to redevelop the area into a sustainable residential community. The case asks students to decide how Northgate should respond to the potential loss of the business and whether to restructure its business model so that it would match the city’s vision for a new sustainable community. This is the eighth business school case study I’ve published.
There are two parts to the case study and a companion teaching note:
- Northgate Industries Ltd.: Sustainability Challenges Involving Public Policy (Part A). Reference #317-0307-1.
- Northgate Industries Ltd.: Sustainability Challenges Involving Public Policy (Part B). Reference #317-0307-1B.
- Northgate Industries Ltd.: Sustainability Challenges Involving Public Policy. Teaching Note Reference #317-0307-8.
Today, my latest article was published in the open access journal Sustainability. The article — Using BP Neural Networks to Prioritize Risk Management Approaches for China’s Unconventional Shale Gas Industry — was co-authored by Cong (Cindy) Dong (a Ph.D. student at China University of Petroleum School of Business Administration, currently visiting me at the University of Alberta), Xiucheng Dong (China University of Petroleum, School of Business Administration), Joel Gehman (University of Alberta School of Business), and Lianne M. Lefsrud (University of Alberta, Department of Chemical and Materials Engineering).
China has become the top energy consumer in the world. At the same time, China is facing intense international and domestic pressure to reduce the greenhouse gas and other emissions resulting from its primarily coal-based energy system. Given these twin pressures of increasing energy demand while controlling emissions, the development of China’s shale gas industry has emerged as a strategic national priority.The shale gas resource distribution in China is illustrated in Figure 1. Seven provinces—Sichuan, Xinjiang, Chongqing, Guizhou, Hunan, Hubei and Shanxi—account for 68.9% of the nation’s total reserves.
Figure 1. Shale gas resource potential in China’s provinces (trillions of m3).