2014 RESEARCH REPORT - · PDF filemanagement theory and practice in a growing number of...

2014 RESEARCH REPORT

Strategic. Global. Collaborative. Innovative.

The Ted Rogers School of Management (TRSM) is Canada’s pre-eminent entrepreneurial-focused business management school, committed to shaping the next generation of global innovators and leaders with a combination of experiential andtheoretical learning. We offer two MBA programs -- MBA Global and MBAin the Management of Technology and Innovation -- in addition to a Master of Science in Management and Bachelor of Commerce degrees in the Schools of Business Management, Accounting & Finance, Hospitality and Tourism Management, Retail Management, Health Services Management, and Business Technology Management. In keeping with Ryerson’s academic mission, we undertake applied research that has local, national, and global relevance. Through our 13 research centres, institutes and labs (www.ryerson.ca/tedrogersschool), our faculty members partner with Ryerson University departments, and with other Canadian and international universities, to produce research that improves society and the economy.

Research driven. Big picture thinkers.

13 research centres, institutes and labs

6 schools of management

3 graduate degrees

2 MBA degrees

1 research-focused Master’s degree

$7.6 million in research funding awarded over past 5 years

Funded by all three Tri-Council agencies -- Social Sciences and Humanities Research Council, Natural Sciences and Engineering Research Council and Canadian Institutes for Health Research.

70% external research funding from Tri-Council grants -- up from 50% in 2009.

82 strategic partners added to TRSM’s research portfolio over past 5 years.

Research includes unique specialty areas such as environ-mental sustainability, human-computer interaction, and health care standards, reinforcing TRSM’s commitment to advancing management theory and practice in a growing number of sectors.

Dean’s message

Asking people what they would do if there were no limitationscan lead to some interesting discussions.

In the world of academic research, it’s not a trivial question.In fact, researchers’ answers to this question say as much abouttheir university’s ethos as it does about society’s expectationsfor universities.

At Ted Rogers School of Management (TRSM), our missionis to advance applied knowledge and research that addresssocietal need, and to be daring in our approach to problem-solving.When I ask our researchers what type of research they wouldundertake if funding weren’t an issue, or what big ideas theywould pursue if there were no limitations, the answer I get is:We’d do exactly what we do now, but on a grander scale, andwe’d push even harder to secure funding for it. The world needswhat we have to give.

Call it inspired thinking. Call it connected thinking. Thesewords capture the rationale behind this, our first TRSM ResearchReport. Not only does it demonstrate that academic researchmatters, it underscores how the type of research that we do dif-ferentiates TRSM from other business schools. Whether it’s in thearea of tax compliance, sustainability, sports marketing, or mergersand acquisitions, our researchers’ common goal is to make a

difference in the world outsideof our academic walls. Ourbrand of applied research, ourwillingness to develop syner-gies with industry and otherpartners – these are our greatstrengths and also what makes our research relevant, both here inCanada and around the world.

For universities today, the imperative is to think aboutnot what the world is, but what the world can be. Strategicpartners, funding agencies and prospective students are allsearching for researchers who are capable of delivering in-novative solutions to address today’s most pressing societalchallenges. Increasingly, they’re choosing the Ted RogersSchool of Management. During the past five years, we’veearned $7.6 million in research funding, added 82 strategic partnersto our portfolio, increased enrolment by 27 per cent – all sureindicators that big ideas matter more than ever.

I’m tremendously proud of the research we do at TRSM,of the big-picture thinking of which our researchers are capable,and of the students who provide them with such invaluable inspi-ration and support. Our faculty’s connections with industry andtheir willingness to ask ‘what if’ all prove to me that this is the bestplace in the world to do research that really makes a difference.

STEVEN MURPHYDean

TED ROGERS SCHOOL OF MANAGEMENTRYERSON UNIVERSITY

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A telecommunications pioneer stands up forCanadian consumers

When it comes to the digital world, Dr. Catherine Middletonthinks Canadians are more than ready to take control of theirdestiny. And as Canada Research Chair, Communication Tech-nologies in the Information Society, and Co-Investigator on theCanadian Spectrum Policy Research Project, she’s doing herbest to make sure they can, by providing government and policymakers with the kind of academically rigorous analysis theyneed to make informed decisions about the future of Canadians’digital experience.

“I see my role as an advocate for Canadians,” says Dr.Middleton. “We are at a point with mobile technology, with fibreoptics, and even with WiFi where we really should be having avery serious discussion about how these technologies serve usas a nation, and where to invest in order for Canada to becomeas digitally connected and productive as possible. The basis forthat discussion is information, and that’s where my researchcomes in.”

Dr. Middleton has plenty of questions about what liesahead for Canada's digital economy. Given Canadians’ high rateof smart phone adoption, for example, she thinks mobile technologyshould move to the forefront of discussions, and is currently

investigating the types ofmobile services people reallyneed. She believes publicWiFi can foster digital inclu-sion, innovation and produc-tivity, and in order to make thecase for investing in it as a basic part of public infrastructure,she is studying Canadians’ attitudes and practices to see if thedata support her theory. She also sees big questions about thefuture delivery of television in Canada, and is currently studyingthe evolving mix of technologies and services Canadians areusing to watch TV.

“These are questions that affect Canadians’ quality oflife, our livelihoods and our overall prosperity. My challenge isto drill down into the behaviours of real people in order to ensurethat, ultimately, the services provided match the servicesCanadians say they want, at prices they can afford. It’s criticalto get these hard facts in front of Industry Canada and theregulator [Canadian Radio-television and TelecommunicationsCommission]. Without reasoned and informed discussion,the market will continue to be shaped by carriers and manufac-turers, not by actual users. I don’t think that’s in the best interestsof Canadians.”

DR. CATHERINE MIDDLETONProfessor

Canada Research Chair in Communication Technologies in the Information Society

TED ROGERS SCHOOL OF INFORMATION TECHNOLOGYMANAGEMENT

An economist unravels the psychology ofdeal-making

In the high-stakes world of global mergers and acquisitions,much depends on human psychology.

For Dr. Shavin Malhotra, a former business developmentexecutive in India and researcher in the Department of GlobalManagement Studies at Ted Rogers School of Management,psychological and sociological factors can affect not only thecost of a deal, but also its ultimate success in the marketplace.

One of the top reasons why a majority of mergers fails isa clash of corporate cultures, says Dr. Malhotra. But there areother issues, including the psychology of the chief executiveofficer of the acquiring company, and the risk appetite of the ac-quisition team, that also weigh heavily on a merger’s final outcome.

“In situations where there are significant cultural differ-ences between firms, our research shows that the acquiring firmis more likely to take a lower equity position due to the inherentrisk involved. Where cultures are diametrically opposed, it’s com-mon to see firms take full control, which allows them to integratequickly and generate significant cost savings.”

Do executives with introvert personalities approachmergers and acquisitions differently compared to their moreextrovert peers? Based on interviews with 1,500 firms represent-ing Fortune 500’s top chief executives, the answer is yes. Dr.Malhotra found that extrovert executives tend to shoot for largerdeals, using their rhetorical and persuasive skills to achieveconsensus and deliver results, in particular where the mergersare in non-competitive industries.

Dr. Malhotra is also interested in how companies andtheir advisors determine the amount of premium to pay whenacquiring a company. “Our research found that acquiring firmmanagers are often influenced by precedent, rather than inde-pendent due diligence, in coming up with the premium. It’s called‘anchoring’, and it helps to expedite complex decision-making.The problem is that sometimes relying on precedent, or someother key piece of existing information, results in a firm payinga premium that’s too high. Our research also shows that exec-utives are more likely to anchor when acquisitions are made inforeign markets, because acquirers generally have to deal withmore uncertainty.

According to Thomson Reuters, in 2014, global mergerand acquisition deal volume topped $3 trillion. For Dr. Malhotra,the sheer dollar value of these transactions is more reason thanever to be aware of the underlying psychology at play beforesealing the deal.

DR. SHAVIN MALHOTRAAssociate Professor

Global Management Studies

TED ROGERS SCHOOL OF BUSINESS MANAGEMENT

A would-be entrepreneur points to the perilsof export markets

Dr. Sui Sui wants Canadian small business owners to look beforethey leap into emerging export markets, as her research showsthat 25 per cent of them will fail and many stand to lose up to70 per cent of their profits within one year.

“I’m a big fan of small business, but as a researcher Ialso know there are significant risks,” says Dr. Sui. “The wholethrust of my work is to provide policy makers and thought leaderswith hard evidence that they in turn can pass on to business own-ers. Small businesses need real-world information to succeed.”

While many Canadian small businesses set their sightson the U.S. market, an increasing number of them are lookingbeyond the familiarity and comfort of North American marketsto emerging markets in Southeast Asia, Eastern Europe andLatin America. Dr. Sui’s research shows that more immigrant-owned small businesses are targeting these emerging markets,but with mixed results: Most immigrant businesses operatingin emerging markets tend to be small and lack the innovationrequired to achieve operational efficiency, compared to otherexporting businesses.

To optimize their chances of success, Dr. Sui advisessmall business owners thinking of exporting to emerging

markets to put together astrong innovation strategy.“Innovation can be a keycompetitive advantage, andit shows lenders as well asother competitors that youare not a one-trick-pony,” she says.

Dr. Sui considers her work as a researcher to be onlypart of her role at Ryerson. She routinely looks for ways topresent her research to Industry Canada and the Bank ofCanada, and is actively pursuing policy makers at the Ministryof State for Small Business and Tourism in order to discuss herresearch findings. She is also focused on getting her researchin front of thought leaders, and a new study with the ConferenceBoard of Canada called Not for Beginners: Should SMEs go toFast-Growth Markets does just that. Dr.Sui also doesn’t shyaway from opportunities to reach out to mainstream media, ifthat’s what it takes to help small businesses hear her message.

I believe that it’s important for academic research to berelevant for real people, and that it should help them to deal withreal issues. Canada's diverse pool of immigrants is an incrediblesource of strength for Canadian firms in expanding into globalmarkets. We should do more to build on this strength.”

A sport marketer examines the mechanics offan loyalty

Dr. Cheri Bradish is out of breath, but it's excitement, not over-exertion, that makes her sound winded.

She’s just rhymed off a whole list of research projects,in addition to sharing her excitement about the launch of Ryerson’snew HUB for Sport Innovation – a venture that she believes willbecome part incubator, part accelerator, part research anddevelopment centre, for all things related to sport marketing inCanada and North America.

“This is such a pivotal moment for Canada and forRyerson,” says Dr. Bradish. “We’re definitely on the leading edgewhen it comes to delivering point-of-difference sport educationand sport insights. The ‘Next Big Idea in Sport’ competition, is areally exciting example of how we are giving young start-ups anopportunity to work with emerging and innovative technologiesto generate creative solutions for the sports industry.”

Dr. Bradish has been the Loretta Rogers Research Chairin Sport Marketing since 2013 – the only holder of an endowedChair in sport marketing in Canada. It’s a dream job for a scholarwhose past research experience includes the use of ambushmarketing in high-profile sporting events, studying the socialimpact of sports, community engagement strategies in sport,women in sport and women’s leadership in sports, and mostrecently work with the Federation International de FootballAssociation (FIFA) on identifying the changing demographics ofCanadian sport fans.

“Figuring out who is the new Canadian sport fan is a keyquestion for business, with enormous implications for the sportindustry,” says Dr. Bradish. “Fully engaged digital fans are morevaluable to the sport industry, partly for the sponsorship oppor-tunities they represent, but more importantly for the brand-buildingand corporate reputation implications. We believe our researchwill provide academically-grounded insights that industry cancount on to make smarter marketing investments.”

Dr. Bradish is well aware, both as an observer andparticipant, of the challenges women face in sport. “I’m trackingwomen from mid-level to senior-levels of experience, and tryingto assess how to help more of them move from the locker roomto the boardroom. It’s time for the sport industry to supportwomen who want to reach for the top. That’s what is so enablingabout the great industry connections we have at Ryerson. I canpursue my passion for sport business while helping to shape,and hopefully better, the industry through my research.

A geoscientist works to turn innovation intocommercialization gold

Dr. Philip Walsh is not an engineer, but he’s currently part of ateam building a ground-source heat pump for the KortrightCentre for Conservation north of Toronto. He’s not a computerprogrammer either, but he’s playing a key role in the developmentof a new app that will help people thinking about buying an electricvehicle to decide if it makes financial sense.

Dr. Walsh is a rare breed: a registered geoscientist witha doctorate in strategic management, years of experience workingas a consultant in the mining, oil, gas and energy sectors, and anabundance of enthusiasm for truly inter-disciplinary research.

“I'm passionate about innovation and sustainability. That’swhat brought me to Ryerson in the first place,” says Dr. Walsh. “Whatcontinues to motivate me is the ability to apply my skills to strategicmanagement and commercialization in the energy sector, whereso much is changing right now. There’s incredible potential fornew technology, and Ryerson is really at the forefront.”

Dr. Walsh is particularly interested in identifying com-mercialization strategies for small and medium renewable energyenterprises, lending his industry expertise to the technicalexpertise of his engineering collaborators in order to devisemore sustainable approaches to living in urban centres.

"I'm very excited aboutour work on a net-zero energyhouse. My job is to figure outwhether the structure andrelated materials can make itcommercially feasible," he says.

In addition to his involvement with the Centre for UrbanEnergy, which studies and advocates for new technologies suchas energy smart grids, energy storage, and electric vehicles, Dr.Walsh is a member of Ted Rogers School of Management'sInstitute for the Study of Corporate Social Responsibility, aninter-disciplinary institute established to understand the rolesand interplay of government, the private sector and civil societyin contributing to corporate responsibility and sustainabledevelopment.

"Whether it's policy-related and working to establish analternative approach to public consultations related to winddevelopment, or collaborating on the publication of a newtextbook that integrates innovation and sustainability into thestrategic management process, what I enjoy is the opportunityto work with some truly incredible researchers. We are allcommitted to finding solutions to real-world issues, and I thinkwe all understand that today’s energy challenges can best besolved by working together, rather than in isolation.”

DR. PHILIP WALSHAssociate Professor, Chair

Entrepreneurship & Strategy

DR. CHERI BRADISH Associate Professor,Marketing Management

TED ROGERS SCHOOLOF BUSINESS MANAGEMENT

Loretta Rogers Research Chair in Sport Marketing

Executive Director, Sport Innovation Hub

An experienced traveller makes the case forsustainable tourism

The turning point for Dr. Rachel Dodds was the day she watchedraw sewage pour into the ocean as she sat nearby, on a beachin Mexico.

That image, imprinted on her mind at age 15, remains withher still. It's the reason why Dr. Dodds decided to concentrate onthe study of tourism management and sustainable developmentfor her graduate degrees, her ultimate goal being to shift attitudesand government policy away from tourism practices that endangerthe environment and undermine local economies.

“I’ve always been a traveller,” says Dr. Dodds. “I startedearly, I’ve travelled a lot, and I’ve lived in many different places.What I’ve seen in my travels is a tourism industry that simply isno longer sustainable.”

Whether digging into consumers’ reasons for seekinglocal product at farmers’ markets, or those which explain if, andwhy, tour operators or wineries undertake sustainability practices, Dr. Dodds’ research focuses on the gaps betweensupply and demand in the tourism industry, with an eye torecommending a better, more sustainable, approach.

“My research clearly demonstrates that people wantmore authentic travel experiences, within both all-inclusive andcommunity or small-scale offerings. A key question is, how doyou scale up community-based offerings to reach the broadertourism market?

Dr. Dodds also has questions about 'green' hotels. She’scurious to know if people go to hotels because they are marketedas more environmentally-friendly, and if so, how ‘green’ practicesmight enhance, or detract from, consumers’ overall experience.In a similar way, she wants to determine what needs to be doneto encourage businesses in the Lake Simcoe watershed to becomemore environmentally proactive and to more readily promote therecreation activities they offer as environmentally-friendly.

“I really believe the whole purpose of academic researchis to support positive change. What I care most about is providingsolid data that businesses, tourism boards, governments, andpublic policy experts can use to inform their decision-makingprocess. That's how I affect change. The more academicallysound the information they receive, the more likely it is they willmake good decisions for the tourism industry – decisions thatdon’t sacrifice the environment or the community for great travelexperiences.”4 5 6

DR. RACHEL DODDSAssociate Professor

TED ROGERS SCHOOL OF HOSPITALITY AND TOURISM MANAGEMENT

Director, Ted Rogers Institute for Tourism and Hospitality Research

DR. SUI SUI Assistant Professor

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A law and business professor connects thedots between law and CSR

With three law degrees to his credit, Dr. Kernaghan Webb isfascinated by all types of rule systems – those based in lawand those that go beyond what is required in law. His interestin how societal rule systems play out in the world of businesshas led him to become a key research figure in the area ofcorporate social responsibility (CSR), a relatively new field ofstudy concerned with what businesses do to address social,environmental and economic issues, even when they are notlegislatively required to do so.

“When you understand the full complement of societalrule systems at play, you really see why businesses do whatthey do,” says Dr. Webb. “This understanding can lead to solutionsfor unacceptable business behaviour.”

Whether it’s a Canadian grocery/apparel chain caughtin the spotlight over the collapse of a Bangladesh apparel sup-plier factory, or banks being raked over the coals for replacingtheir Canadian workers with those from other countries, Dr.Webb claims there is no shortage of cases where CSR andthe law intersect, both in Canada and in other jurisdictions.

While governments and laws remain the foundationalsource of rule structures for business, there is increasing

agreement that governmentscan’t and shouldn’t regulateeverything, and that firmsare expected to meet their“social licence,” as well astheir legal licence by address-ing their environmental and social impacts, even when notrequired by law to do so. Many businesses seek certification,for example, to various third party performance standards,in an effort to reduce their environmental impacts, makethings better for workers, and address community issues.

Dr. Webb's recent work reveals a significant shift bythe private sector and civil society organizations towards'sustainable governance', which he describes as a solution tothe unique and quickly evolving multi-jurisdictional problemswe face in the 21st century.

“CSR stands at the crossroads of law and government,and other rule systems that emanate from industry and civilsociety. Understanding the connections and conflicts amongthese rule systems is going to keep me busy for a very long time.”

DR. KERNAGHAN WEBBAssociate Professor

Law and Business

Founding Director of the Institute for the Study of Corporate Social Responsibility

JOURNAL ARTICLES

Alon-Shenker, P. (2014). Ending MandatoryRetirement: Reassessment. Windsor Reviewof Legal and Social Issues, 35, 22-53.

Alon-Shenker, P. (2014). Nonhiring and Dismissal of Senior Workers: Is it all About the Money? Comparative Labor Law and Policy Journal, 35(2), 159-190.

Alon-Shenker, P. & Davidov, G. (2013). Applying the Principle of Proportionality in Employment and Labour Law Contexts.McGill Law Journal, 59(2), 375-424.

Alon-Shenker, P. (2013). ‘Age is Different’: Revisiting the Contemporary Understanding of Age Discrimination in the Employment Setting. Canadian Labour and EmploymentLaw Journal, 17(1), 31-63.

Alon-Shenker, P. (2013). The Duty to Accommodate Senior Workers: Its Nature,Scope and Limitations. Queen’s Law Journal,38(1), 165-208.

Amin, S. H. & Zhang, G. (2014). Closed-LoopSupply Chain Network Configuration by a Multi-Objective Mathematical Model. International Journal of Business Performance and Supply Chain Modelling,6(1), 1-15.

Amin, S. H. & Zhang, G. (2013). A Multi-Objective Facility Location Model for Closed-Loop Supply Chain Network Under UncertainDemand and Return. Applied MathematicalModelling, 37(6), 4165-4176.

Amin, S. H. & Zhang, G. (2013). A Three-Stage Model for Closed-Loop Supply Chain Configuration Under Uncertainty. International Journal of Production Research, 51(5), 1405-1425.

Banerjee, R. & Phan, M. (2014). Do ‘Tied-Movers’ Get Tied Down? The Labour MarketAdjustment of Immigrant Women in Canada.Journal of International Migration and Integration, DOI 10.1007/s12134-014-0341-9.

Banerjee, R. and Phan, M. (2014). LicensingRequirements and Occupational MobilityAmong New Immigrants in Canada. Relations Industrielles/Industrial Relations,69(2), 290-315.

Reitz, J.G., Phan, M., & Banerjee, R. (2014).Religious Affiliations and Gender Inequality in Canada: A Study of Labour Market Effects.Ethnic and Racial Studies, 43(4), 695-723.

Bewley, K. & Schneider, T. (2013). Triple Bottom Line Accounting and Energy Retrofitsin the Social Housing Sector: A Case Study.Accounting and the Public Interest, 13.

Chard, C., Mallen, C., & Bradish, C. (2013). The Responsibilities of Olympic Sponsors? BP and the London 2012 Olympic Games. Case Studies in Sport Management, 2, 1-7.

Chard, C., Mallen, C., & Bradish, C. (2013).Marketing and Environmental Sustainability in the Sport Sector: Developing a ResearchAgenda for Action. Journal of Managementand Sustainability, 3(1), 33-44.

Chan, A.M.Y., Liu, G. & Sun, J. (2013) Independent Audit Committee Members’Board Tenure and Audit Fees. Accounting and Finance, 53(4), 1129-1147.

Everett, K., Lindo, L.M., Saekang, A., & Cukier, W. (2013). Not-For-Profit Leadership:An Ecological Model for Change in theGreater Toronto Area. The International Journal of Knowledge, Culture and Change Management, 12(2), 57-72.

de Lange, D. (2013). How do Universities Make Progress?: Stakeholder-Related Mechanisms Affecting Adoption of Sustainability in University Curricula. Journal of Business Ethics, 118(1), 103-116.

de Lange, D. (2013). Embedded Diasporas:Shaping the Geopolitical Landscape. Journalof International Management, 19(1), 14-25.

Derbal, Y. (2013). On Modeling of Living Organisms Using Hierarchical Coarse-Grained Abstractions of Knowledge. Journal of Biological Systems, 21.

Dodds, R., Holmes, M., Arunsopha, V., Chin, N., Le, T., Maung, S., & Shum, M. (2014)Consumer Choice and Farmers Markets. Journal of Agriculture and EnvironmentEthics, 27(3), 397-416.

Dodds, R., Graci, S. Ko, S., & Walker, L. (2013).What Drives Environmental Sustainability in the New Zealand Wine Industry?: An Examination of Driving Factors and Practices.International Journal of Wine Business Research, 25(3), 164-184.

Berghoef, N & Dodds, R. (2013). Determinantsof Interest in Eco-labeling in the Ontario Wine Industry. Journal of Cleaner Production,52, 263-271.

Dodds, R. (2013). Will Tourists Pay for aHealthy Environment? Assessing Visitors’ Perceptions and Willingness to Pay for Conservation and Preservation in the Island of Koh Phi Phi, Thailand? International Journal of Tourism Anthropology, 3(1), 28-42.

Dodds, R. & Graci, S. (2013). The Challengeswith Greening a Mega Festival. The Case of Pride Toronto. Tourism, Culture and Communication, 12(1), 29-39.

Farrar, J., Donnelly, M., & Dhaliwal, S. (2013). Procedural Aspects of Tax Fairness: A Content Analysis of Canadian Tax Jurisprudence. Journal of Legal Tax Research, 11(2), 21-37.

Farshadfar, S. & Monem, R. (2013). Further Evidence on the Usefulness of Cash FlowComponents for Forecasting Future CashFlows. International Journal of Accounting,48(1), 111-133

Farshadfar, S. & Monem, R. (2013). The Usefulness of Operating Cash Flow and Accrual Components in Improving the Predictive Ability of Earnings: A Re-Examination and Extension. Accounting & Finance, 53(4), 1061-1082.

Branje, C. & Fels, D.I. (2014). The Vibrochord:Validating a Theoretical Framework for the Evaluation of Musical Input Devices. International Journal of Human-ComputerStudies, 72, 431-439.

Branje, C. & Fels, D.I. (2014). Playing Vibrotactile Music: A Comparison Betweenthe Vibrochord and a Piano Keyboard. International Journal of Human-ComputerStudies, 72, 431-439.

Webster, G. & Fels, D.I. (2013). Portraits ofPeople with Dementia. American Journal ofAlzheimers Disease and Other Dementias,28(4), 371-376.

Whitfield M. & Fels D.I. (2013). Inclusive Design, Audio Description, and Diversity ofTheatre Experiences. The Design Journal,16(2), 219-238.

Naraine, M. & Fels, D.I. (2013). The Importance of “Strategic Chat Time”for Persons Who are Blind or Low Vision: A Proposal for Future Research. British Journal of Visual Impairment and Blindness,31(3), 208-216.

Francescucci, A. & Foster, M.K. (2014). VirtualInteractive Real-Time Instructor-Led (VIRI)Learning: The Case of Synchronous BlendedLearning in Introductory UndergraduateCourses. Journal of Higher Education Theoryand Practice, 14(2), 36-45.

Gedeon, S.A. (2014). Application of Best Practices in University Entrepreneurship Education: Designing a New MBA Program. European Journal of Training and Development, 38(3), 231-253.

Gibbs, C. & Haynes, R. (2013). A Phenomenological Investigation into HowTwitter has Changed the Nature of SportMedia Relations. International Journal ofSport Communication, 6(4).

Gibbs, C., O’Reilly, N., & Brunette, M.K. (2014). Professional Team Sport and Twitter: Gratifications Sought and Obtained by Followers. International Journal of Sport Communication, 7(2).

Graben, S. (2014). Resourceful Impacts: Harm and Institutional Valuation of the Sacred.University of Toronto Law Journal 64(1), 64-105.

Graben, S. & Fitzgerald, A. (2013). Mind theGap: The Importance of Local Institutional Development in Peacebuilding Security Interventions. Journal of Conflict Security and Development, 13(3), 285-316

Graben, S. (2013). Rationalizing Risk to Culturein Resource Development. Canadian Journalof Law and Jurisprudence, 26(1), 83-114

2013-2014 TRSM Annual Research Report

DR. JONATHAN FARRAR Assistant Professor

Accounting

SCHOOL OF ACCOUNTING & FINANCE

8 9 10

An accountant probes the motivations behindtaxpayer compliance

The concept of fairness may be deeply entrenched in the Canadianpsyche, but did you know there are actually six different aspectsof fairness and that your perception of fairness can affect yourwillingness to pay your taxes?

Dr. Jonathan Farrar specializes in behavioural tax re-search. He wants to understand what makes people tick whenit comes to complying with tax laws, and if certain cues can leadto changed behaviour.

“Tax evasion is becoming an increasingly importantissue for tax authorities. My research is designed to figure out whatthe underlying reasons are for tax evasion, in the hope that thisinformation helps tax authorities to collect what they're owed.”

Does this make Dr. Farrar a defender of more punitivemeasures for tax evasion? Not at all, he says. His goal is ultimatelyto help governments improve the way they interact with taxpayersand the quality of customer service they provide.

“The reality is that in the 2017-2018 tax year, there will be3,000 fewer civil servants working for the Canada RevenueAgency, and with that significant drop in staffing, it will becomemore difficult for taxpayers to get the information they need,whether it’s understanding a form, a rule, or a policy change. Theirperception is likely to be that with reduced access to front-linecustomer service representatives, the level of fairness is alsodecreasing, along with any value for their taxpayer dollar. Myresearch focuses on what triggers these perceptions of fairness,or lack thereof, and then I feed the data back to tax authorities sothey can work to improve service levels.”

In addition to studying the behaviours associated withcompliance, Dr. Farrar is also interested in taxpayers’ perceptionsof guilt and righteousness. If given the opportunity to voluntarilydisclose a tax transgression through an amnesty, for example,would people step up? It’s a question with a potentially lucrativeanswer for governments, considering that in 2013 Canada’songoing tax amnesty program cost the government just over $6.6million to implement, but allowed it to recoup $1.2 billion inunreported income.

“My research is all about the intersection of cognitivepsychology and human behaviour, with the ultimate goal ofmaking a positive difference in the way people interact withgovernment. If you have to pay taxes, it certainly helps to thinkyou're being treated fairly.”

For Dr. ShavinMalhotra, a former business developmentexecutive in India and researcher in the Department of GlobalManagement Studies at Ted Rogers School of Management,psychological and sociological factors can affect not only thecost of a deal, but also its ultimate success in the marketplace.

One of the top reasons why a majority of mergers fails isa clash of corporate cultures, says Dr. Malhotra. But there areother issues, including the psychology of the chief executiveofficer of the acquiring company, and the risk appetite of the ac-quisition team, that alsoweigh heavily on a merger’s final outcome.

Do executives with introvert personalities approachmergers and acquisitions differently compared to their moreextrovert peers? Based on interviewswith 1,500 firms represent-ing Fortune 500’s top chief executives, the answer is yes. Dr.Malhotra found that extrovert executives tend to shoot for largerdeals, using their rhetorical and persuasive skills to achieveconsensus and deliver results, in particular where the mergersare in non-competitive industries.

Dr. Malhotra is also interested in how companies andtheir advisors determine the amount of premium to pay whenacquiring a company. “Our research found that acquiring firmmanagers are often influenced by precedent, rather than inde-pendent due diligence, in coming upwith the premium. It’s called‘anchoring’, and it helps to expedite complex decision-making.The problem is that sometimes relying on precedent, or someother key piece of existing information, results in a firm payinga premium that’s too high. Our research also shows that exec-utives are more likely to anchor when acquisitions are made inforeign markets, because acquirers generally have to deal withmore uncertainty.

Law and Business

JOURNAL ARTICLES

Accounting

8 9 10

Law and Business

JOURNAL ARTICLES

Accounting

8 9 10

Farooq, B., Miller, E., & Haider, M. (2013). A Multidimensional Decisions ModellingFramework for Built Space Supply. Journal of Transport and Land Use, 6(3), 61-74.

Courchane, M. & Holmes, C. (2014). Bubble, Bubble – Is there Trouble -- inCanada? International Real Estate Review,17(1), 109-135.

Gatzlaff, D. & Holmes, C. (2013). EstimatingTransaction-Based Price Indices for LocalCommercial Real Estate: An Examinationof Alternative Methodologies using PropertyTax Data. Journal of Real Estate Finance and Economics, 46(2), 260-281.

Hunt, G. & Song, F. (2013). Gender and Specialty in Business Management. Canadian Journal of Higher Education, 43(1),129-145.

Lamb, D. (2014). Aboriginal Early SchoolLeavers On- and Off-Reserve: An EmpiricalAnalysis. Canadian Public Policy, 40(2), 156-165.

Lamb, D. (2013). Earnings Inequality AmongAboriginal Groups in Canada. Journal ofLabor Research, 34(2), 224-240.

Gomez, R. & Lamb, D. (2013). The Demographic Origins of the Great Recession.China and World Economy, 21(2), 97–118.

Lan, G. (2014). American Legal Realism goesto China – The China Puzzle and Law Reform.American Business Law Journal, 51(2), 367-427.

Sun, J., Lan, G., & Liu, G. (2014). IndependentAudit Committee Characteristics and RealEarnings Management. Managerial AuditingJournal, 29(2), 153-172.

Lan, G. (2014). US and UK Social EnterpriseLegislation: Insights for China’s Social Entrepreneurship Movement. InternationalJournal of Innovation and Sustainable Development, 8(2), 146–166.

Wu, Z., Li, Y., Ding, S., & Jia, C. (2013). A Separate Monitoring Organ and Disclosure of Firm- Specific Information. European Journal Finance. DOI:10.1080/1351847X.2012.762410, 1-22.

Lin, X. & Farrell, C. (2013). The Internationalization Strategies of ChineseState and Private Enterprises in Africa. Journal of African Business, 14(2), 85-95.

Lin, X., Carsrud, A., Jagoda, J., & Shen, W.(2013). Determinants of Entrepreneurial Intentions: Applying Western Model to the Sri Lanka Context. Journal of Enterprising Culture, 21(2), 153-174.

Sun, J. & Liu, G. (2014). Audit Committees’Oversight of Bank Risk-taking. Journal ofBanking & Finance, 40(C), 376-387.

Sun, J. & Liu, G. (2013). Auditor Industry Specialization, Board Governance, and Earnings Management. Managerial AuditingJournal, 28(1), 45-64.

Jayawadena, C., Javis, J., Adam, K., Lu, Z., & Tyrewala, A. (2013). Innovations in Hotel Administration in Canada. The WorldwideHospitality and Tourism Themes Journal, 5(2), 164-176.

MacDonald, C. (2014). Corporate Neglect: A Comment on Isaacs. Dialogue: the CanadianPhilosophical Review, 53(1), 11-19.

MacDonald, C. & Williams-Jones , B. (2013).Nothing New (Ethically) Under the Sun: Policy& Clinical Implications of Nanomedicine.Bioéthique Online, 1(11), 1-12.

Malhotra, S. & Gaur, A. (2014). Spatial Geography and Control in Foreign Acquisitions.Journal of International Business Studies,45(2), 191-210.

Gaur, A., Malhotra, S., & Zhu, P. (2013). Acquisition Announcement and Stock Market Valuation of Rivals: A Test of Growth Probability Hypothesis. Strategic Management Journal, 34(2), 215-232

Malhotra, S. & Zhu, P. (2013). Paying forCross-Border Acquisitions: The Impact ofPrior Acquirers’ Decisions. Journal of WorldBusiness, 48, 271-281.

Middleton, C. (2014). Building a Digital Society: Questions for Communication Researchers. Australian Journal of Telecommunications and the Digital Economy,2(1), 27.1-27.11.

Shepherd, T., Taylor, G. & Middleton. C. (2014).A Tale of Two Regulators: Telecom Policy Participation in Canada. Journal of InformationPolicy, 4, 1-22.

Rajabiun, R. & Middleton, C. (2013). RuralBroadband Development in Canada’sProvinces: An Overview of Policy Approaches.Journal of Rural and Community Development, 8(2), 7-22.

Scheepers, R. & Middleton, C. (2013). Personal ICTs and Ubiquitous InformationSystems Environments: Key Issues and Research Implications. Communications of the AIS, 33(22), 381-392.

May, S. J. & Middleton, C. (2013). The OtherMobile TV: ATSC MDTV Broadcasting inCanada. Canadian Journal of Communication,38(4), 663-672.

Rajabiun, R. & Middleton, C. (2013). MultilevelGovernance and Broadband InfrastructureDevelopment: Evidence from Canada.Telecommunications Policy, 37(9), 702-714.

Samaan, Z., Schulze, K., Middleton, C., Irvine, J. Joseph, P., Mente, A., Shah, B.,Desai, D., & Anand, S. (2013). South AsianHeart Risk Assessment (SAHARA): Randomized Controlled Trial Design and Pilot Study. JMIR Research Protocols,2(2/e33).

Middleton, C., Park, S., & Allen, M. (2013).Converging on an NBN Future: Content, Connectivity, and Control – a SymposiumOverview. Telecommunications Journal ofAustralia, 63(1), 8.1-8.12.

Morgan, H.M. (2013). Foreign Banks and the Export Performance of Emerging MarketFirms: Evidence from India. Research in International Business and Finance, 29, 52-60.

Murphy, S.A., & Courtel, N. (2013). Using Design to Enhance Organisational Aesthetics.The International Journal of Design in Society, 7(1), 1-9.

Rojas-Méndez, J., Murphy, S.A., & Papadopoulos, N. (2013). The U.S. Brand Personality: A Sino Persepective. Journal of Business Research, 66(8), 1028–1034.

Amadi, H., McKay, R., & Murphy, S.A. (2013).Downsizing in Iran: Culture Versus Necessity.International Journal of Entrepreneurshipand Small Business, 10(1), 86-103.

Rojas-Méndez, J., Papadopoulos, N., & Murphy, S.A. (2013). Measuring and Positioning Nation Brands: A ComparativeBrand Personality Approach. Corporate Reputation Review, 16(1), 48-65.

Ngwenyama, O. & Nielsen, P.A. (2013). Using Organizational Influence Processes to Overcome IS Implementation Barriers: Lessons from a Longitudinal Case Study of SPI Implementation. European Journal of Information Systems, 23(2), 205-222.

Bailey, A. & Ngwenyama, O. (2013). TowardEntrepreneurial Behavior in UnderservedCommunities: An Ethnographic Decision Tree Model of Telecenter Usage. InformationTechnology for Development, 19(3), 1-19.

Nippak, P., Isaac, W., Ikeda-Douglas, C., Marion, A., & VandenBroek, M. (2014). Is There a Relationship Between EmergencyDepartment Length of Stay and InpatientLength of Stay? Canadian Journal of RuralMedicine, 19(1), 12-20.

Nippak, P., Isaac, W., Taylor-Fefekos, A., &Ikeda-Douglas, C. J. (2014). An Evaluation of Preceptors’ Perceptions of the PracticumExperience. Journal of Health AdministrationEducation, 31(1), 37-57.

Rakhmayil, S. & Yuce, A. (2013). ExecutiveQualifications and Firm Value. Journal of Applied Business and Economics, 14(5), 52-70.

Rosenberg-Yunger, Z.R.S., Klassen, A.F., Amin, L., Granek, L., D’Agostino, N., Boydell,K., Greenberg, M.L., Barr, R.D., & Nathan P.C.(2013). Barriers and Facilitators of Transitionfrom Pediatric to Adult Long-term Follow-upCare in Childhood Cancer Survivors. Journalof Adolescent and Young Adult Oncology, 2(3), 104-111.

Rosenberg-Yunger, Z.R.S., Granek, L., Sung, L., Klassen, R., Dix, D., Cairney, J., & Klassen,A.F. (2013). Single Parent Caregivers of Children with Cancer: Factors Assisting withCaregiving Strains. Journal of Pediatric Oncology Nursing, 30(1), 45-55.

Sarwar, M. S. & Muradoglu, G. Y. (2013).Macroeconomic Risks, Idiosyncratic Risksand Momentum Profits. Borsa Istanbul Review, 13(4), 99–11.

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Shaw, N. (2014). The Mediating Influence ofTrust in the Adoption of the Mobile Wallet.Journal of Retailing and Consumer Services,21(4), 449-459.

Shaw, N. (2013). The Role of the ProfessionalAssociation: A Grounded Theory Study ofElectronic Medical Records Usage in Ontario,Canada. International Journal of InformationManagement, 34(2), 200-209.

Shaw, N. & Manwani, S. (2013). Content Validation for Level of Use of Feature RichSystems: A Delphi Study of Electronic Medical Records Systems. Information Research, 18(1), 558.

Shirazi, F. (2013). Interrogating Iran’s Restricted Public Cloud: An Actor NetworkTheory Perspective. Telematics & Informatics,31(2), 228–236.

Shirazi, F. (2013). Social Media and the Social Movements in the Middle East andNorth Africa: A Critical Discourse Analysis. Information Technology & People, 26(1), 28–49.

Sarstedt, M., Ringle, C.M., Smith, D., Reams,R., & Hair, J.F. (2014). Partial Least SquaresStructural Equation Modeling (PLS-SEM): A Useful Tool for Family Business Researchers. Journal of Family BusinessStrategy, 5(1), 105–115.

Cadsby, B., Fan, L., Xu, B., & Song, F.(2013). Group Size, Coordination, and the Effectiveness of the Punishment Mechanismin the VCM: An Experimental Investigation.Games, 4, 89-105.

Cadsby, B., Servatka, M., & Song, F. (2013).How Competitive are Female Professionals: ATale of Identity Conflict. Journal of EconomicBehavior and Organization, 92(C), 284-303.

Cadsby, B., Liu-Kiel, H., Schenk-Mathesy, H.,Song, F., & Yang, X. (2013). A Cross-CulturalReal-Effort Experiment on Wage-Inequality Information and Performance. B.E. Journal of Economic Analysis and Policy, 13(2), 1095-1120.

Sui, S. & Baum, M. (2014). InternationalizationStrategy, Firm Resources and the Survival of SMEs in the Export Market. Journal of International Business Studies, 46(3), 821-841.

Sui, S. & Yu, Z. (2013). The Dynamics of Expansion to Emerging Markets: Evidencefrom Canadian Exporters. Review of Development Economics, 17(3), 421-428.

Sui, S., Yu, Z., & Baum, M. (2013). ResourceDifferences between Born Global and BornRegional Firms: Evidence from Canadian Smalland Medium-Sized Manufacturers 1997-2004.International Business: Research, Teachingand Practice, 7(1), 57-71.

Wixom, B., Ariyachandra T., Douglas, D., Goul,M., Gupta, B., Iyer, L., Kulkarni, U., Mooney, J. G., Philips-Wren, G., & Turetken, O. (2014).The Current State of Business Intelligence in Academia: The Arrival of Big Data. Communications of the AIS, 34(1), article 1.

Turetken, O. & Olfman, L. (2013). Introduction to the Special Issue on Human-Computer Interaction in the Web 2.0Era. AIS Transactions on Human-Computer Interaction, 5(1), 1-5.

Valliere, D. (2014). Culture, Values and Entrepreneurial Motivation in Bhutan. Journalof Enterprising Communities: People andPlaces in the Global Economy, 8(2), 126-146.

Valliere, D. & Gegenhuber, T. (2014). Entrepreneurial Remixing: Bricolage and Postmodern Resources. International Journal of Entrepreneurship and Innovation,15(1): 5-15.

Valliere, D. (2013). Towards a Schematic Theory of Entrepreneurial Alertness. Journal of Business Venturing, 28(3), 430-432.

Valliere, D. (2013). Entrepreneurial Alertnessand Paying Attention. Journal of EnterprisingCulture, 21(1), 1-17.

Valliere, D. & Gegenhuber, T. (2013). Deliberative Attention Management. International Journal of Productivity and Performance Management, 62(2), 130-155.

Wang, C. (2013). The Signed K-Submatchingsin Graphs. Graphs and Combinatorics, 29,1961-1971.

Webb, K. (2013). Addressing Misleading Advertising in the Canadian Telecommunication Industry: An EvolvingStory. Canadian Competition Law Review(Spring 2013), 78–114.

Wise, S. & Crothers, M. (2014). Derek Szeto:RedFlagDeals.com A Case Study on When to Exit Your Successful Startup. Journal ofBusiness Case Studies, 10(2), 131-136.

Wise, S. & Valliere, D. (2013). What Young Entrepreneurs Get From Their Mentors. International Journal of Mentoring andCoaching, 11(2).

Wise, S. (2013). The Impact of Financial Literacy on New Venture Survival. International Journal of Business and Management, 8(23), 30-39.

Wong, K. K. (2013). Partial Least SquaresStructural Equation Modeling (PLS-SEM)Techniques Using SmartPLS. Marketing Bulletin, 24, Technical Note 1, 1-32.

Yap, M., Holmes, M., Hannan, C., & Cukier, W.(2014). Correlates of Career Satisfaction inCanada – The Immigrants’ Experience. Journal of International Migration and Integration, 15(1), 49-71.

Jin, B., Yu, H., & Kang, J.H. (2013). Challengesin Western-Chinese Business Relationships:The Chinese Perspective. Marketing Intelligence and Planning, 31(2), 179-192.

Yuce, A. & Zelaya, M. (2014). Foreign Direct Investment Decisions into China andIndia. Asian Economic and Financial Review,4(3), 300-316.

EXTERNAL GRANTS

Babin, R. (PI). International Data CorporationInsight Research, “IDC Global IT ExecutiveProgram Research,” $32,000.

Babin, R. (PI). Ministry of Finance SupplyChain Analytics in Health Care, “Supply ChainAnalytics in Health Care,” $64,000.

Bates, K. (PI), Hernandez, J. (Co-PI). SSHRCConnection Grant, “Geotagging: Key to Institutional Entrepreneurship around UrbanRetail Development,” $24,932.

Bates, K. (PI). S2E Technologies Inc. – Industrial Contribution & Mitacs Inc. Accelerate Matching Funds, “AcceleratingSolar/LED Community Lighting,” $15,000.

Cukier, W. (PI), Donald, F. (Co-PI). CIHR University Delegates Network Grant, “CIHRUniversity Delegate Funding,” $5,000.

Cukier, W. (PI). The Environics Institute – Industrial Contribution & Mitacs Inc. Accelerate Matching Funds, “The Black Experience Project (BEP) in the GreaterToronto Area- Phase 2,” $15,000.

Cukier, W. (PI). The Environics Institute – Industrial Contribution & Mitacs Inc. Accelerate Matching Funds, “The Black Experience Project (BEP) in the GreaterToronto Area,” $15,000.

Cukier, W. (PI). Ministry of Training, Collegesand Universities OHCRIF, “Understanding theSkills Gap of Social Science and HumanitiesGraduates,” $47,300.

Cukier, W. (PI), Marchessault, J. (Co-PI).SSHRC Connection Grant, “Creative Catalyst:Driving Social Innovation through Art & Design,” $25,000.

Cukier, W. (PI). Urban Alliance on Race Relations – Industrial Contribution & MitacsInc. Accelerate Matching Funds, “AddressingRacism in Toronto,” $15,000.

Dodds, R. (PI), Graci, S. (Co-PI). Ontario Ministry of the Environment Research Grant,“Sustainable Recreation: Towards a BetterUnderstanding of the Current Behaviours ofOutdoor Recreational and Tourism-BasedBusinesses in Achieving or Promoting Environmentally Sustainable Tourism in theLake Simcoe Watershed,” $36,290.

Farrar, J. (PI). Canadian Academic AccountingAssociation Research Grant Program, “TheInfluence of Interactional Fairness on TaxCompliance in Canada,” $4,000.

Fels, D. (PI), Bobier, D. (Co-PI). SSHRC InsightGrant, “Investigating Vibro-Tactile Technologyand Gesture Recognition for Creative andArtistic Expression in the Hearing, Deaf andDisabled Arts Communities,” $473,678.

Fels, D. (PI). Ontario Arts Council BusinessCase, “Accessible Art Programming,” $41,100.

Fels, D. (PI). NSERC Engage Grant, “Video onDemand for Blind and Low Vision Viewers,”$22,000.

Fels, D. (PI), Bobier, D. (Co-PI). NCE GRAND- Graphics, Animation and New Media Canada (Host: Booth, K., Scientific Director, Univer-sity of British Columbia), “VibraFusionLab,” $60,000.

Guergachi, A. (PI). NSERC Discovery Grant, “Machine Learning, Agent-Based Modelling and Other New Paradigms for the Analysis of Sustainability and Sustainable Investing,” $105,000.

Guergachi, A. (PI). Bombardier, Inc. – Industrial Portion & NCE: AUTO21Inc. Connect Canada Funds, “Business Case: Master Services Agreement,” $10,000.

Guergachi, A. (PI). Bombardier, Inc. – Industrial Portion & NCE: AUTO21Inc. Connect Canada Funds, “Business Planning – CRM Implementation,” $10,000.

Guergachi, A. (PI). Bombardier, Inc. – Industrial Portion & NCE: AUTO21Inc. Connect Canada Funds, “Organizational Development,” $10,000.

Guergachi, A. (PI). Bombardier, Inc. – Industrial Portion & NCE: AUTO21Inc. Connect Canada Funds, “Technical Publications Business-Technology Evolution Project,” $10,000.

Gentzoglanis, A. (PI), Levin, A. (Co-PI). Office of the Privacy Commissioner of Canada Contributions Program (Host: Université de Sherbrooke), “Fraud and Privacy Violation Risks in the Financial Aggregation Industry,” $17,305.

Lin, H. (PI). SSHRC Knowledge Synthesis Grant, “SKILLS – Sustainability of Canadian Family Businesses: Skill Gaps and Remedies,” $22,636.

Van Winkle, C. (PI), MacKay, K. (Co-PI), Hal-penny, E. (Co-PI). SSHRC Insight Grant (Host: University of Manitoba), “Acceptance and Use of Mobile Devices in a Free-choice Con-text,” $67,336.

Malhotra, S. (PI). SSHRC Insight Development Grant, “Cognitive Biases in Strategic Decisions: The Case of International Acquisition Premiums,” $65,550.

Quarter, J. (PI), Meinhard, A. (Co-PI). SSHRC CURA Sub Grant (Host: University of Toronto), “Social Business and Marginalized Social Groups,” $20,000.

Meinhard, A. (PI). Ministry of Training, Colleges and Universities OHCRIF, “Work Integration Social Enterprises: Their Potential Contribution to Labour Market (re) Integration of At-Risk Populations,” $15,367.

Ngwenyama, O. (PI), Mazalek, A. (Co-PI), Gruzd, A. (Co-PI), Reich, B.H. (Co-PI), Cyr, D.J. (Co-PI), Evans, E. (Co-PI), Shirazi, F. (Co-PI), McCarthy, I.P. (Co-PI), Shaw, N. (Co-PI), Pedersen, I. (Co-PI), Cukier, W. (Co-PI). SSHRC Partnership Development Grant, “Accelerating Digital Technology Adoption in Canadian Companies,” $197,296.

Taylor, G. (PI), Middleton, C. (Co-PI). SSHRC Connection Grant, “Canadian Spectrum Summit 2013,” $19,700.

Walsh, P. (PI). Toronto Hydro-Electric System Limited – Industry Portion & NCE: AUTO21Inc. Connect Canada Funds, “Wind Power Energy Development, the Role of Public Participation and Knowledge Broker in Decision Making Process,” $10,000.

Walsh, P. (PI). Enbridge Gas Distribution Inc. – Industry Portion & NCE: AUTO21Inc. Connect Canada Funds, “Energy Assessment and Cost-Benefit Analysis for Selected Small and Medium Capacity Industrial Customers of Enbridge Gas Distribution Inc.” $10,000.

Walsh, P. (PI). Water Technology Accelera-tion Project – Industrial Contribution & Mitacs Inc. Accelerate Matching Funds, “Ontario Water Asset Map Research Project,” $15,000.

Walsh, P. (PI). Maxxam Analytics – Industrial Contribution & Mitacs Inc. Accelerate Matching Funds, “Evaluation of Solid-Phase Micro Extraction Technology for Environmental Monitoring,” $11,000.

Walsh, P. (PI). SSHRC Connection Grants, “Drive Electric Vehicles Web Application,” $25,000.

Walsh, P. (PI). S2E Technologies Inc. – Industrial Contribution & Mitacs Inc. Accelerate Matching Funds, “s2e- The Role of Public Participation in Identifying Stakeholder Synergies in Renewable Energy Project Development – London, ON,” $15,000.

AWARDS & HONOURS

Alon-Shenker, P. Deans’ Scholarly, Research and Creative Activity Award, Ryerson University.

Babin, R., McLaren, T., & Schuster, C. Best Paper Runner-up, Case Track, for “Integrat-ing Social Media into the Customer-Facing Processes at RBC Insurance,” 41st Annual Conference of the Administrative Sciences Association of Canada (ASAC).

Legg, D., O’Reilly, N., Bradish, C., MacIntosh, E., Sequin, B., Nadeau, J., Chard, C., & Stotlar, D. Best Paper Award, Tourism and Sport Management Division, for “Ambush Market-ing and the 2010 Vancouver Winter Olympic Games,” Administrative Sciences Association of Canada (ASAC).

Cukier, W. Named one of Canada’s Top 25 Women of Influence in 2013, Women of Influence Inc.

Dong, L., Prescod, F., Xiang, J., & Shah, B. Best Manuscript Award for “Does IT Matter if I Knew You Before Joining the Group? Investigating the Moderating Impact of Familiarity,” Asia Pacific Conference on Business & Social Science.

Fels, D. Margaret R. Pfanstiehl Memorial Achievement Award for Research and Development in Audio Description, American Council of the Blind.

Graben, S. Visiting Research Chair Award, Fullbright Canada.

Grant, K. Awarded Distinguished Fellow, Association of Information Technology Professionals.

Isaac, W. 30th Anniversary Independence Award for Exemplary Leadership and Dedication to Medicine/Health Awareness, Government of St. Kitts & Nevis.

MacDonald, C. Named one of “Top 100 Thought Leaders in Trustworthy Business Behavior” for 2012, Trust Across America.

MacDonald, C. Named on of “100 Most Influential People in Business Ethics” for 2012, Ethisphere Magazine.

MacDonald, C. Named one of the “30 Most Influential Sustainability Voices in America, The Guardian.

MacKay, K. & Vogt, C. Nominated Top 20 Best Journal Paper of the Year for “Information Technology in Everyday and Vacation Contexts,” International Federation for IT and Travel & Tourism.

Malhotra, S. 2014 Best Paper Award (Strategy), Administrative Sciences Association of Can-ada Conference.

Malhotra, S. Deans’ Scholarly, Research and Creative Activity Award, Ryerson University.

Malhotra, S. 2013 Best Paper Award (International Business), Administrative Sciences Association of Canada Conference.

McLaren, T. Outstanding Reviewer, Case Track, 41st Annual Conference of the Administrative Sciences Association of Can-ada (ASAC).

Sui, S. 2013 Finalist for Haynes Prize for the Most Promising Scholar, Academy of International Business Conference.

Verspan, S. & Turetken, O. Best Research in Progress Award for “Decision Maker Satisfaction in a Web Analytics Context: The Impact of Analysts’ Skills,” 3rd Pre-ICIS Business Intelligence Conference.

Valliere, D. Senior Award (Runner-Up), Coller Institute of Venture, Tel Aviv University.

Valliere, D. Best Paper Award, 6th Annual Indonesia International Conference on Innovation, Entrepreneurship, and Small Business.

Editorial: ML & CO Corporate CommunicationsDesign: Goodall Integrated DesignPhotography: Mark Blinch Photography

TRSM Brochure_converted to ID.indd 16 2015-05-26 8:03 AM

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INSTITUTES, CENTRES AND LABS AT TED ROGERS SCHOOL OF MANAGEMENT

Canada-China Institute for Business & Development

Centre for Labour Management Relationsryerson.ca/clmr

Centre for the Study of Commercial Activitycsca.ryerson.ca

Centre for Voluntary Sector Studies ryerson.ca/cvss

Diversity Instituteryerson.ca/diversity

Entrepreneurship Research Instituteryerson.ca/eri

Inclusive Media and Design Centreinclusivedesign.ca/research/ryerson

Institute for Innovation and Technology Management ryerson.ca/iitm

Institute for the Study of Corporate Social Responsibility (CSR)ryerson.ca/csrinstitute

Institute for Tourism and Hospitality Researchryerson.ca/htmresearch

Privacy and Cyber Crime Institute ryerson.ca/tedrogersschool/privacy

Social Media Labsocialmedialab.ca

Ted Rogers Leadership Centre ryerson.ca/trlc

For more information about cross- departmental and inter-university research opportunities, strategic research partnerships, international research, and industry/university collaboration with TRSM, please contact [email protected].

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