GOODMANRESEARCH

2017

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Ian Adamson – Accounting

Osman Ulas Aktas – Finance

Michael Armstrong – OM

Abdul Rehman Ashraf – Marketing

Mohamed Ayadi – Finance

Anteneh Ayanso – IS

Tansu A. Barker – IB/Marketing

Darlene Bay – Accounting

Walid Ben Omrane – Finance

Ernest N. Biktimirov – Finance

Dave Bouckenooghe – HRM/OB

Kareen Brown – Accounting

Dipanjan Chatterjee – IS

Shawna Chen – ENT

Danny Cho – OM

Carman W. Cullen – Marketing

Louis Culumovic – Accounting

Donald A. Cyr – Finance

Dirk De Clercq – ENT

Sheng Deng – IB/Marketing

Eric Dolansky – Marketing

Maureen E. Donnelly – Accounting

Paul Dunn – Ethics

Fayez Elayan – Accounting

Andrew Gaudes – Management

Ned Goodman – Finance

Todd Green – Marketing

Zhongzhi (Lawrence) He – Finance

Wesley Helms – Strategy

Hemantha Herath – Accounting

Tejaswini Herath – IS

Marshal Jiang – IB/Marketing

Mark Julien – HRM

Eugene Kaciak – OM

Adam Kanar – HRM

Yun Ke – Accounting

Staci Kenno – Accounting

Sohyung Kim – Accounting

Kenneth Klassen – OM

Martin I. Kusy – OM

Pascale Lapointe-Antunes – Accounting

Michelle Lau – Accounting

Skander Lazrak – Finance

Jin Lei – Finance

Jennifer Li – Accounting

Zhefeng (Frank) Liu – Accounting

H.F. (Herb) MacKenzie – Marketing

Roelof Makken – Finance

Antonia Mantonakis – Marketing

Sharon E. Mason – OB

Deborah M. McPhee – HRM

Teresa V. Menzies – ENT

Diane Miller – OB

Alex Nikitkov – Accounting

Onem Ozocak – Finance

Parunchana Pacharn – Accounting

Yasanthi Perera – Ethics/OB

Unyong (Howard) Pyo – Finance

Usman Raja – HRM/OB

Raafat Roubi – Accounting

Trish Ruebottom – Strategy

Kojo Saffu – ENT

Barbara J. Sainty – Accounting

Paul Scarbrough – Accounting

Anamitra Shome – Accounting

Tashfeen Sohail – Accounting

Tatyana Sokolyk – Finance

Susan Sproule – IS

Robert Steinbauer – Ethics

Linda Stillabower – Accounting

Francis Sun – IB

Tanya Tang – Accounting

Narongsak (Tek) Thongpapanl – Marketing

Samir Trabelsi – Accounting

Francine Vachon – IS

Maxim Voronov – Strategy

Kai-Yu Wang – Marketing

Yan Wang – Finance

Robert Welch – Finance

David J. Whitehead – HRM

Barry Wright – OB

Peter P. Yannopoulos – Marketing

Reena Yoogalingam – OM

Allister Young – Accounting

Lianxi Zhou – IB/Marketing

ENT Entrepreneurship

HRM Human Resource Management

IB International Business

IS Information Systems

OB Organizational Behaviour

OM Operations Management

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Distinguished Researcher of the Year

RETAILERS NEED TO CAPITALIZE ON MOBILE COMMERCESmartphones have quickly increased in popularity in recent years, and more people than ever use their phones to shop, making virtually any product almost immediately available to consumers through their smartphones.

Although mobile commerce (m-commerce) has increased dramatically, retailers have not necessarily kept up with the trends. Professor Thongpapanl and his research team wanted to understand what was important to consumers when it comes to mobile shopping and how companies could make the experience better.

They found that consumers in different countries are at different levels of comfort with mobile shopping. In some places, mobile shopping has become a part of everyday life; in others, consumers are wary and skeptical of it and don’t have much experience making purchases through their smartphones.

After comparing 812 customers’ intentions and behaviours across four countries (Australia, India, the U.S. and Pakistan), they found that the most important thing to skeptical consumers is the prevalence of mobile shopping. So, if their peer group is not shopping through smartphones, they will continue to be skeptical of the process: the more commonplace mobile shopping becomes, the less skeptical they will become over time. However, it doesn’t matter how commonplace mobile shopping is for consumers who are used to it, because they have already formed a habit of shopping through their phones.

Thongpapanl and his co-authors also developed some recommendations for website designers that would help turn consumers from browsers into buyers.

Although mobile shopping has become commonplace in many countries, they found that retailers are relying on outdated website designs and that most retailers use trial and error to design their websites, instead of aligning with their customers’ needs. What do mobile shoppers look for in a website?

Their research shows that marketing managers operating in developed countries, such as Australia and the U.S., should stop just highlighting the benefits of mobile commerce and start using strategies that encourage consumers to build a habit of mobile shopping through contests, promotions, coupons, etc.

Those operating in developing countries, such as India and Pakistan, should focus their efforts on making the mobile commerce experience as easy as possible and highlighting its benefits through promotional campaigns that communicate the personal, interactive, and immediate benefits. Mobile website developers in these countries should focus more on developing websites that are easy to navigate, along with instructions to help guide customers to easily fulfill their tasks.

Narongsak (Tek) Thongpapanl is a Professor of Marketing and Product Innovation. He is also a Research Fellow at Brock University’s Cool Climate Oenology and Viticulture Institute and a Research Fellow at Chiang Mai University’s Research Administration Center, Thailand. His teaching interests and research investigations primarily centre around new product development, technology and innovation management, electronic commerce and strategic marketing management in dynamic environments. He is the recipient of the 2017 Distinguished Researcher award for the Goodman School of Business.

Abdul R. Ashraf, Narongsak (Tek) Thongpapanl, Bulent Menguc, and Gavin Northey, 2017, “The role of m-commerce readiness in emerging and developed markets,” in Journal of International Marketing 25 (2), 25-51.

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CAN NAVIGATE ORGANIZATIONS TO CREATE CHANGEA significant part of any entrepreneur’s journey is gaining legitimacy and support for an idea.

What should they do when the ideas are so innovative that they could fundamentally change industry standards? How should they navigate a complex environment to validate and gather support for their business ideas?

Professor Shawna Chen and her co-authors studied an entrepreneur in his efforts to develop a new financial instrument and get it accepted and traded on the New York Stock Exchange (NYSE), the world’s largest — and perhaps most conservative — stock exchange.

With the goal of getting his innovative financial instrument adopted by the NYSE, the entrepreneur was able to effectively navigate the environment to first get the instrument adopted by the Singapore Stock Exchange, which he saw as a “decoy,” since he anticipated that the target (NYSE) would mimic the first.

By successfully navigating this environment, the entrepreneur used both organizations’ pressures and forces to achieve his desired outcome.

This allowed the research team to coin a new concept called institutional judo, which is similar to the martial art where a fighter uses his opponent’s forces against him.

Research in this area has, until now, focused on how institutional pressures force entrepreneurs to behave in a certain way. However, Chen’s research shows that this concept can go the other way, too: entrepreneurs can recognize and use institutional pressures against specific organizations to create the outcome they want.

The research is timely as more and more FinTech companies aim to compete with innovative financial methods. Savvy entrepreneurs can use institutional judo to their advantage by being aware of institutional pressures and using them to their advantage in trying to effect change at those very institutions.

Shawna Chen is an Assistant Professor of Entrepreneurship with an interest in researching entrepreneurship and organizational change. In addition to researching how entrepreneurs can create change by using institutional pressures to their advantage, she has researched several areas of entrepreneurship. She teaches entrepreneurship and new venture creation and is the recipient of the 2017 Untenured Researcher of the Year award for the Goodman School of Business.Hans Hansen, Angela Randolph, Shawna Chen, Robert E. Robinson, Alejandra Marin, Jae Hwan Lee, 2015, “Institutional judo: How entrepreneurs use institutional forces to create change,” in Journal of Organizational Change Management, 28 (6), 1076-1093.

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DO GOVERNMENT-CONTROLLED FIRMS AVOID TAXES?It’s common practice for governments in many transitional economies — such as China, India, Russia and Vietnam — and Central and Eastern European countries to own significant percentages of private corporations.

This results in governments playing a dual role that they must balance. On one hand, they want to maximize tax collection to increase governmental revenues. On the other hand, they want to keep more profits under their control as they are dominant shareholders for the same tax-paying companies. This means they have a vested interest in minimizing the tax their controlled firm pays.

Do government-controlled firms avoid taxes? How does this dual, but conflicting, role affect government behaviour? How do governments balance these competing incentives, and which incentive will outweigh the other under a tax sharing system where taxes are being collected and spent by both local and central governments?

Professor Tanya Tang and her co-authors are the first to explore these questions and provide evidence to solve this puzzle.

Using accounting data from over 5,000 publicly traded Chinese companies and public finance data from Chinese governments, they found that government-controlled firms avoid taxes when the government ownership percentage is higher than the tax sharing ratio. In other words, governments benefit from paying less tax when a low portion of the tax goes to the collecting government.

They also found that the tax-sharing system creates intergovernmental agency conflicts. These conflicts not only affect governments’ tax enforcement, but also tax avoidance behaviour of government-controlled firms.

The research is important for policy-makers who are looking at ongoing fiscal and tax reforms in China and other transitional economies that have high government ownership of corporations and a fiscal decentralization system.

Tang and her team recommend that policy-makers should either increase the tax-sharing proportion of local governments or reduce their ownership within firms. This would limit their local governments’ opportunistic behaviour and motivate them to act in the interest of their country.

They also recommend that fiscal systems should be designed in a way that reduces local fiscal imbalances and extra-budgetary practices. This would alleviate agency problems and prevent local governments from taking value away from private businesses and central tax revenue.

Tanya Tang is an Associate Professor of Accounting. Her research areas include book-tax difference theory, earnings management, tax avoidance, corporate governance and market valuation of accounting information. In particular, she is interested in exploring how accounting standards and tax laws in different countries affect managers’ reporting strategies, how investors/regulators can detect management opportunism, and the role government plays in curbing management misbehaviour. She is the recipient of the 2017 Department Research award for the Accounting department.

Tanya Tang, Phyllis Lai Lan Mo, K. Hung Chan, 2017, “Tax collector or tax avoider? An investigation of intergovernmental agency conflicts,” in The Accounting Review 92 (2), 247-270.

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COUNTRIES NEED TO DO TO SUPPORT FEMALE ENTREPRENEURSUniversally, women who start businesses play a big part in improving their communities and countries by innovating and creating jobs. They also, universally, face unique challenges, as female entrepreneurs often see their businesses as intertwined with familial relationships and responsibilities that are deeply affected by how they manage a work-life balance.

However, Professor Eugene Kaciak and his co-authors believed that female entrepreneurs need to be supported in different ways, depending on the type of economy and business climate they are working in.

In general, there are two types of family support that are important for entrepreneurs: tangible support, such as business advice and financial assistance, and moral support, such as encouragement and psychological assistance that increases confidence.

What types of support are best for entrepreneurs in wealthy economies versus developing or emerging countries? Do gender-related personal problems, such as emotional stress and time management, affect entrepreneurs differently in different countries?

After gathering data from 934 female entrepreneurs in Canada, Poland, Turkey, Morocco, Egypt, South Korea and China, Kaciak and his co-authors discovered that a country’s prosperity does, in fact, have a strong impact on the support female entrepreneurs receive and the problems they face.

In poorer countries, they need more tangible, rather than moral, support from their families, but in wealthier economies, they can become less reliant on financial assistance from their families, and instead look to their families for encouragement and confidence. Entrepreneurship is generally more accepted as a career choice in wealthier economies, so women may not face the same level of gender discrimination in receiving business financing, making them less reliant on their families for financial support.

They also found that gender-related personal problems affect female entrepreneurs most in more advanced economies that are transitioning from efficiency to innovation-driven stages, as this could create an unstable business climate.

So, how can a country’s policy-makers best support their female entrepreneurs?

It starts with a greater recognition of the high value that female entrepreneurs have on their economy, and providing accessible business financing, regardless of the country’s prosperity.

Kaciak and his co-authors urge policy-makers to create policy that best supports entrepreneurs, depending on the country’s well-being. In developing countries, policy-makers should provide state-funded support, training, counselling and childcare support. In wealthier economies, policies should emphasize moral support that helps entrepreneurs have the psychological assistance needed to carry their businesses forward.

Eugene Kaciak is a Professor of Management with a passion for researching family businesses, female and international entrepreneurship, and the co-evolution of emerging markets and multinational enterprises. He teaches operations management and applied business research and is the recipient of the 2017 Department Research award for the Finance, Operations and Information Systems department.

Dianne H.B.Welsh, Eugene Kaciak, Narongsak (Tek) Thongpapanl, 2016, “Influence of stages of economic development on women entrepreneurs’ startups,” in Journal of Business Research 69 (11), 4933-4940.

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ent of Marketing, International Business and Strategy

HOW COMPANIES SHOULD DECIDE WHAT LANGUAGE TO USE IN ADVERTISINGAdvertisers know how important it is to communicate the right message in the right format to the right audience.

If a company is advertising a foreign product or service, which language should they choose for their advertisement: the language of the company or of the target market?

Researchers have previously studied this in bilingual markets and found that for local firms, language choice did not matter. However, for multinational companies, people responded more favourably to luxury good advertising when a foreign language was used, and to necessity good advertising when a local language was used.

Professor Kai-Yu Wang and his co-author wanted to see if the same would hold true in places where the general population speaks only one language fluently, or a monolingual market. Their research study found that choosing the right advertising language is, in fact, more complex and nuanced for monolingual audiences.

After studying more than 500 people in Taiwan, the co-authors found that people respond more favourably to a multinational company’s advertising when the language used is consistent with the company’s country of origin. The research team recommends that marketing managers in multinational companies should use a foreign language in advertising both luxury and necessity goods.

However, local firms — in the study, Taiwanese firms — should change the language depending on what products they are advertising. When a marketer advertises necessity goods, such as soap, they should use the local language, but use a foreign language when advertising luxury goods such as ice cream.

They also looked at what language people expected from the advertising and what they associated with the language. For multinational companies, people form opinions of the advertising based on what language they expect it to be in, so they are more attracted to ads when they are in the language they expect. However, for local companies, people evaluate advertising based on their associations with the language used. This means they pay more attention to ads when the language matches the product category. When a local language is used in ads for necessity goods, people feel a sense of belonging. However, people feel a sense of sophistication when a foreign language is used in luxury good advertising.

The authors recommend that marketers align their advertising communication strategies correctly with the product or service type they are selling so they can reach their target audience as their company expands globally into different markets.

Kai-Yu Wang is an Associate Professor of Marketing with an interest in the areas of researching consumer psychology, internet and social media marketing, marketing communication and service marketing. In addition to this advertising language study, he has researched online virtual communities and how brand and self-esteem determine whether a size-zero female model is more effective than average-sized ones. He is the recipient of the 2017 Department Research award for the Marketing, International Business and Strategy department.

Ying-Ching Lin and Kai-Yu Wang*, 2016, “Language choice in advertising for multinational corporations and local firms: A re-inquiry focusing on monolinguals,” in Journal of Advertising 45 (1), 43-52.

*Equal authorship

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cs WHAT IT TAKES TO BE A SUCCESSFUL ENTREPRENEUR IN AN EMERGING ECONOMYEntrepreneurs play a big part in their country’s success, especially in emerging countries.

What does it take to start your own company in an emerging economy? Is it important to have a high household income? Do you need formal education?

These are questions Professor Dirk De Clercq and his co-authors wanted to answer to better understand how a country can create the optimal conditions that would best support its entrepreneurs.

After studying entrepreneurs in 22 emerging economies, they found that people were more likely to become entrepreneurs to the extent that they had higher household incomes and higher education levels.

De Clercq and his co-authors then looked at how a country’s institutional conditions — or its government regulations, education system with respect to entrepreneurship, and normative support — affected the decision to start a company.

Regardless of these institutional conditions, financially affluent individuals are more likely to become entrepreneurs.

However, a country’s institutional conditions play instrumental roles in how much people’s education level influences their decision to become an entrepreneur. Education level is a more important enabler of entrepreneurship when (1) government policies are supportive of new businesses, (2) the higher education system addresses topics specifically related to entrepreneurship, and (3) entrepreneurship is seen as a viable career path.

So, how can an emerging economy create the most optimal conditions to allow entrepreneurship to thrive?

The authors urge policy-makers and other relevant stakeholders to develop support programs and regulations that favour entrepreneurship, teach entrepreneurship- related topics in higher education and create a positive perception of entrepreneurship as a career.

Overall, this study provides critical insights into how prospective entrepreneurs in emerging economies can more effectively leverage their individual resources to fulfill their entrepreneurial aspirations.

Dirk De Clercq is a Professor of Management. He received his PhD in Business Administration from the University of Minnesota. His current research interests include entrepreneurship, innovation and social exchange relationships. He teaches entrepreneurship and research methodology and is the recipient of the 2017 Department Research award for the Organizational Behaviour, Human Resources, Entrepreneurship and Ethics department.

Dominic S.K. Lim, Chang Hoon Oh, and Dirk De Clercq, 2016. “Engagement in entrepreneurship in emerging economies: Interactive effects of individual-level factors and institutional conditions,” in International Business Review 25 (4), 933-945.

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ns PEER-REVIEWED PUBLICATIONS:JULY 1, 2015 TO JUNE 30, 2016• Armstrong, M. & Sodergren, S. (2015). Refighting Pickett’s Charge: Mathematical Modeling of the Civil War Battlefield. Social Science

Quarterly, 96 (4), 1153-1168.

• Cao, Y., Nsakanda, A.,Diaby, M., & Armstrong, M. (2015). Rewards-supply Planning under Option Contracts in Managing Coalition Loyalty Programs. International Journal of Production Research, 53 (22), 6772-6786.

• Ashraf, A. & Thongpapanl, N. (2015). Connecting with and Converting Shoppers into Customers: Investigating the Role of Regulatory Fit in the Online Customer’s Decision-making Process. Journal of Interactive Marketing, 32, 13-25.

• Ayadi, M., Ben-Ameur, H., & Fakhfakh, T. (2016). A Dynamic Program for Valuing Corporate Securities. European Journal of Operational Research, 249 (2), 751-770.

• Ayadi, M., Ben-Ameur, H., & Kryzanowski, L. (2015). Typical and Tail Performance of Canadian Equity SRI Mutual Funds. Journal of Financial Services Research, 50 (1), 50-57.

• Ayadi, M., Kusy, M., Pyo, M., & Trabelsi, S. (2015). Corporate Social Responsibility, Corporate Governance, and Managerial Risk Taking. Journal of Theoretical Accounting Research, 11 (1), 1-28.

• Ayanso, A. & Lertwachara, K. (2015). An Analytics Approach to Exploring the Link between ICT Development and Affordability. Government Information Quarterly, 32 (4), 389-398.

• Ayanso, A. & Lertwachara, K. (2015). Analyzing Customer Service Technologies for Online Retailing: A Customer Service Life Cycle Approach, Journal of Computer Information Systems, 55 (4), 73-80.

• Ayanso, A., Herath, T., & O’Brien, N. (2015). Understanding Continuance Intentions of Physicians with Electronic Medical Records (EMR): An Expectancy- Confirmation Perspective. Decision Support Systems, 77, 112-122.

• Ben Omrane, W. & Hussain, S. (2016). Foreign News and the Structure of Co-movement in European Equity Markets: an Intraday Analysis. Research in International Business and Finance, 37, 572-582.

• Ben Omrane, W. & Welch, R. (2016). Tick Test Accuracy in Foreign Exchange ECN Markets. Research in International Business and Finance, 37, 135-152.

• Bouckenooghe, D., Schwarz, G., & Minbashian, A. (2015). Herscovitch and Meyer’s Three-Component Model of Commitment to Change: Meta-analytic Findings. European Journal of Work and Organizational Psychology, 24 (4), 578-595.

• Brown, K. (2015). Ex Ante Severance Agreements and Earnings Management. Contemporary Accounting Research, 32 (3), 897-940.

• Brown, K., Jha, R., & Pacharn, P. (2015). Ex Ante CEO Severance Pay and Risk-Taking in the Financial Services Sector. Journal of Banking and Finance, 59, 111-126.

• Hansen, H., Randolph, A., Chen, S., Robsinson, R., Marin, A., & Lee, J. (2015). Institutional Judo: How Entrepreneurs Use Institutional Forces to Create Change. Journal of Organizational Change Management, 28 (6), 1076-1093.

• Randolph-Seng, B., Mitchell, R., Chen, S., & Vahidnia, H. (2015). The Microfoundations Of Entrepreneurial Cognition Research: Toward An Integrative Approach. Foundations and Trends in Accounting, 11 (3), 139-267.

• Wan, W., Chen, S., & Yiu, D. (2015). Organizational Image, Identity, and International Divestment: A Theoretical Examination. Global Strategy Journal, 5 (3), 205-222.

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Peer-Reviewed Publications

• De Clercq, D. & Belausteguigoitia, I. (2015). Intergenerational Strategy Involvement and Family Firms’ Innovation Pursuits: The Critical Roles of Conflict Management and Social Capital. Journal of Family Business Strategy, 6 (3), 178-189.

• De Clercq, D., Dimov, D., & Belausteguigoitia, I. (2016). Perceptions of Adverse Work Conditions and Innovative Behavior: The Buffering Roles of Relational Resources. Entrepreneurship Theory and Practice, 40 (3), 515-542.

• De Clercq, D., Dimov, D., & Thongpapanl, N. (2015). Structural and Relational Interdependence and Entrepreneurial Orientation in SMEs: The Mediating Role of Internal Knowledge Sharing. International Small Business Journal, 33 (5), 514-536.

• De Clercq, D. & Saridakis, G. (2015). Informational Injustice with Respect to Change and Negative Workplace Emotions: The Mitigating Roles of Structural and Relational Organizational Features. Journal of Organizational Effectiveness: People and Performance, 2 (4), 346-369.

• De Clercq, D., Thongpapanl, N., & Dimov, D. (2015). Structural and Relational Influences on the Role of Reward Interdependence in Product Innovation. R & D Management, 45 (5), 527-548.

• De Clercq, D., Thongpapanl, N., & Voronov, M. (2015). Explaining SMEs’ Engagement in Local Sourcing: The Roles of Location-specific Resources and Patriotism. International Small Business Journal, 33 (8), 929-950.

• De Clercq, D., Zhou, L., & Wu, A. (2016). Unpacking the Relationship between Young Ventures’ International Learning Effort and Performance in the Context of an Emerging Economy. International Entrepreneurship and Management Journal, 12 (1), 47-66.

• Cai, L., Liu, Q., Zhu, X., & Deng, S. (2015). Market Orientation and Technological Innovation: The Moderating Role of Entrepreneurial Support Policies. International Entrepreneurship and Management Journal, 11 (3), 645-671.

• Jin, X. Wang, H. Wang, T. & Deng, S. (2015). Why Chinese Elites Buy What They Buy: The Signaling Value of Conspicuous Consumption in China. International Journal of Market Research, 57 (6), 877-908.

• Dolansky, E. (2015). 401 Games. Case Research Journal, 3 (3), 61-72.

• Brown, J., Buhholtz, A., & Dunn, P. (2016). Moral Salience and the Role of Goodwill in Firm-Stakeholder Trust Repair. Business Ethics Quarterly, 26 (2), 181-199.

• Elayan, F., Li, J., Liu, Z., Meyer, T., & Felton, S. (2016). Changes in the Covalence Ethical Quote, Financial Performance and Financial Reporting. Journal of Business Ethics, 134 (3), 369-395.

• Sinclair, G. & Green, T. (2016). Download or Stream? Steal or Buy? Developing a Typology of Today’s Music Consumer. Journal of Consumer Behaviour: An International Research Review, 15 (1), 3-14.

• Green, T., Tinson, J., & Peloza, J. (2016). Giving the Gift of Goodness: An Exploration of Socially Responsible Gift Giving. Journal of Business Ethics, 134 (1), 29-44.

• He, Z., Jiang, J., Kusy, M., & Trabelsi, S. (2016) “Volume-Synchronized Probability of Informed Trading (VPIN) on the Chinese Index Futures: A Comparative Approach.” China Accounting and Finance Review, 18 (2), 59-78.

• He, Z., Zhu, J., & Zhu, X. (2015). Multi-factor Volatility and Stock Returns. Journal of Banking and Finance, 61 (2), 132-149.

• Helms, W. & Oliver, C. (2015). Radical Settlements to Conflict: Conflict Management and Its Implications for Institutional Change. Journal of Management & Organization, 21 (4), 471-494.

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ns • Herath, H. & Kumar, P. (2015). Using Copula Functions in Bayesian Analysis: A Comparison of the Lognormal Conjugate. Engineering Economist, 60 (2), 89-108.

• Herath, T. (2015). Student Learning and Performance in Information Systems Courses: The Role of Academic Motivation. Decision Sciences Journal of Innovative Education, 13 (4), 583-601.

• Huang, Q., Jiang, M., & Miao, J. (2016). Effect of Government Subsidization on Chinese Industrial Firms’ Technological Innovation Efficiency: A Stochastic Frontier Analysis. Journal of Business Economics and Management, 17 (2), 187-200.

• Clayton, R., Stratton, M., Julien, M., & Humphreys, J. (2015). Beverly Matthews. Organization Management Journal, 12 (4), 221-234.

• Kaciak, E., Cieslik, J., & Thongpapanl, N. (2015). Effect of Export Experience and Market Scope Strategy on Export Performance: Evidence from Poland. International Business Review, 24 (5), 772-780.

• Kaciak, E., Cullen, C., & Sagan, A. (2015). A Comparison of Full and Abbreviated Formats of Hard Laddering. Journal of Customer Behavior, 14 (3), 191-214.

• Welsh, D., Memili, E., & Kaciak, E. (2016). An Empirical Analysis of the Impact of Family Moral Support on Turkish Women Entrepreneurs. Journal of Innovation and Knowledge, 1 (1), 3-12.

• Kanar, A., Collins, C., & Bell, B. (2015). Changing an Unfavorable Employer Reputation: The Roles of Recruitment Message-type and Familiarity with Employer. Journal of Applied Social Psychology, 45 (9), 509-521.

• Huang, Y. & Klassen, K. (2016). Using Six Sigma, Lean, and Simulation to Improve the Phlebotomy Process. Quality Management Journal, 23 (2), 6-21.

• Cormier, D., Lapointe-Antunes, P., & Magnan, M. (2016). CEO Power and CEO Hubris: A Prelude to Financial Misreporting? Management Decision, 54 (2), 522-554.

• Alam, P., Liu, Z., Peng, X., & Qi, Y. (2015). Legal Origin, Investor Perception and Pricing of Accruals for Cross-listed firms. Advances in Quantitative Analysis of Finance and Accounting, 13, 253-283.

• Nikitkov, A. & Stone, D. (2015). Eluding the Lemons: Buyer Mindfulness and Seller Deception in Online Auctions. Journal of Forensic and Investigative Accounting, 7 (2), 307-356.

• Ozocak, O. (2016). Profit Opportunities in the U.S. Treasury Market When the Market is Under Stress. Journal of Trading, 11 (1), 53-67.

• Albinsson, P., Perera, Y., & Sautter, P. (2016). DART Scale Development: Diagnosing a Firm’s Readiness for Strategic Value Co-creation. Journal of Marketing Theory and Practice, 24 (1), 42-58.

• Gomez, C., Perera, Y., Weisinger, J., Tobey, D., & Zinsmeister-Teeters, T. (2015). The Impact of Immigrant Entrepreneurs’ Social Capital Related Motivations. New England Journal of Entrepreneurship, 18 (2), 19-30.

• Pyo, U., Shin, Y., & Thompson, H. (2015). Reducing Agency Conflicts with Target Debt Ratios. Journal of Economics and Finance, 39 (3), 431-453.

• Donia, M., Johns, G., & Raja, U. (2016). Good Soldier or Good Actor? Supervisor Accuracy in Distinguishing between Selfless and Self-Serving OCB Motives. Journal of Business and Psychology, 31 (1), 23-32.

• Murtaza, G., Abbas, M., Raja, U., Roques, O., Khalid, A., & Mushtaq, R. (2016). Impact of Islamic Work Ethics on Organizational Citizenship Behaviors and Knowledge-Sharing Behaviors. Journal of Business Ethics, 133 (2), 325-333.

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Peer-Reviewed Publications

• Naseer, S., Raja, U., Syed, F., Donia, M., & Darr, W. (2016). Perils of Being Close to a Bad Leader in a Bad Environment: Exploring the Combined Effects of Despotic Leadership, Leader Member Exchange, and Perceived Organizational Politics on Behaviors. Leadership Quarterly, 27 (1), 14-33.

• Riaz, S., Buchanan, S. & Ruebottom, T. (2016). Rhetoric of Epistemic Authority: Defending Field Positions during the Financial Crisis. Human Relations, 69 (7), 1533-1561.

• Sokolyk, T. (2015). Governance Provisions and Managerial Entrenchment: Evidence from Forced CEO Turnover of Acquiring Firms. Review of Quantitative Finance and Accounting, 45 (2), 305-335.

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