Richard Ivey Building 2362
- Organizational Learning from Diversity
- Strategic Renewal
- To search for publications by a specific faculty member, select the database and then select the name from the Author drop down menu.
Dr. Cara Maurer is an assistant professor of General Management and Organizational Behavior. She earned her HBA, MBA, and PhD (Strategy) degrees from Western University.
Her research interests focus on strategic renewal and organizational learning, particularly in diverse organizations. Her work has been published in the Academy of Management Review, Organization Science, and Human Resource Management Journal. Her research has also been cited in the popular press including The National Post and the Globe and Mail. She presents regularly at the Academy of Management and Strategic Management Society conferences. Her work on learning from organizational diversity was recently awarded a multi year research grant from the Social Sciences and Humanities Research Council (SSHRC).
Dr. Maurer currently teaches strategy and change leadership in the HBA program. She also teaches strategy in the Ivey Frontline Leadership Program executive development program. In 2014, she received the HBA 1 David G. Burgoyne Award for Outstanding Commitment to Student Development.
- Strategic Analysis & Action (HBA I)
- Leading Change (HBA II)
- Ivey Frontline Leadership Program
- Executive Education
- PhD, Western - Ivey
Recent Refereed Articles
Konrad, AM, Yang, Y, Maurer, CC,
2016, "Antecedents and Outcomes of Diversity and Equality Management Systems: An Integrated Institutional Agency and Strategic Human Resource Management Approach", Human Resource Management 55(1): 83 - 107.
Abstract: This study examines the development and impact of diversity and equality management systems (DEMS). A national sample of human resource managers from 155 Canadian firms responded to surveys about their firm’s diversity and equality management (DEM) practices. Cluster analysis and latent class modeling identified three distinct approaches to DEM: classical disparity DEMS showing limited development of DEM-related practices, institutional DEMS involving complex selection mechanisms and monitoring of employment statistics, and configurational DEMS linking diversity to business strategy. Hypothesis-testing analyses indicated that both institutional and configurational DEMS were predicted by coverage by the Canadian employment equity program, federal contractor status, and the presence of a diversity expert on staff. Only configurational DEMS was predicted by inclusion of HRM in developing business strategy. Configurational DEMS positively predicted the employment of workers with disabilities and members of visible minority groups as well as ROA. These findings support the proposition based on Strategic Human Resource Management (SHRM) theory that DEM practices should be considered as bundles and that vertical linkage to strategy is important for DEM effectiveness. As such, SHRM theory explains how managers can structure strategic responses to institutional pressures that go beyond requirements to achieve strategic goals.
Link(s) to publication:
Crossan, MM, Maurer, CC, White, RE,
2011, "Reflections on the 2009 AMR Decade Award: Do We Have a Theory of Organizational Learning?", Academy of Management Review 36(3): 446 - 460.
Abstract: Having received the Decade Award for the most highly cited paper from the prior decade, we reflect on how our framework of organizational learning (OL) has been employed in subsequent research and whether a theory of OL has emerged. Our citation review revealed that while some of the subsequent research has added to the original work, the challenge to develop an accepted theory remains unrealized. We offer promising directions for developing a theory of OL.
Maurer, CC, Bansal, P, Crossan, MM,
2011, "Creating Economic Value Through Social Values: Introducing A Culturally Informed Resource-Based View", Organization Science 22(2): 432 - 448.
Abstract: The Resource-based View (RBV) has historically privileged the firm’s internal resources and capabilities, often at the exclusion of its institutional context. In this paper, we introduce a culturally informed RBV (CRBV) that explains how cultural elements in the firm’s institutional context shape the economic value associated with a firm’s strategy. We posit that a firm’s institutional context may create or destroy economic value. If the strategy inadvertently becomes associated with a social issue, it poses a risk for the firm. Firms that recognize the dynamic interplay between their resources and their institutional context in the face of social issues can engage in important cultural work and, thereby, preserve their strategy’s economic value.
Link(s) to publication:
- Cara Maurer has previously worked in sales and strategic consulting.