Mark Wexler

Professor, Management and Organization Studies / Strategy
B.A. (McGill), M.A. (W. Ontario), Ph.D. (York)

Segal Room: SGL 3520
Segal Phone: 778.782.7846

Email Address: wexler@sfu.ca

Curriculum Vitae: View

Biography

Dr. Mark N. Wexler is the Professor of Business Ethics and Management in the Beedie School of Business at Simon Fraser University and the President of the Perimeter Group of Consultants. Dr. Wexler is also a member of the Management and Organization Studies (MOS) and the Policy Analysis groups in the Beedie School of Business at Simon Fraser University. Markís work appears in over 125 refereed journals and in ten books. He is the recipient of 4 teaching awards, numerous grants and research funds, has been selected as Price Waterhouse Cooper's 2004 Leader in Management Education (LIME) and sits on the editorial board of four research journals. Dr. Wexler's article. "The who what and why of knowledge mapping" has been selected as a classic (due to citation counts) in the Journal of Knowledge Management.  Mark has consulted for diverse organizations in the private and public sectors. These include Abbott Laboratories, Air Alaska, Bank of Montreal, BHP Billiton, Canadian Immigration Services, Diageco, Doctor's without Borders, Lockheed Martin,Celgene, Vancouver International Airport (YVR), Microsoft, Nokia, Proctor and Gamble, Revenue Canada, Royal Canadian Mounted Police, Royal Dutch Shell, Toyota Motors, United Technologies, Vancouver Hospital, and others. Mark's recent work has appeared in Business and Society Review, Journal of Business Ethics, Journal of Ideology, Social Science Information, Journal of Change Management,Journal of Management, Spirituality & Religion and The International Journal of Sociology and Social Policy. Please address all questions to wexler@sfu.ca.



 

Specialization and Research Interests

Business Ethics, Management, Business and Society, Knowledge Management.

Selected Publications

Articles and Reports

Mark N. Wexler

Rachel Carson`s toxic discourse: Conjectures on counterpublics, stakeholders and the `Occupy Movement`

2013 | Business and Society Review. 118(2): 171-192

Mark N. Wexler

Four reactions to the prevalence of end-of-the-world logic

2011 | Midwest Quarterly. 52(3): 256-270

Mark Wexler

Invisible hands: Intelligent design and free markets

2011 | Journal of Ideology. 33(1): 22-38

Mark Wexler

Which fox in what henhouse and when? Conjectures on regulatory capture

2011 | Business and Society Review. 116(3): 277-302

Mark Wexler

Positive deviance and performance enhancement in public agencies

2011 | International Journal of Public Sector Management. 44(2): 28-39

Mark N. Wexler

Financial edgework and the persistence of rogue traders

2010 | Business and Society Review. 115(1): 1-25

Mark N. Wexler

Reconfiguring the sociology of the crowd: Exploring crowd sourcing

2010 | International Journal of Sociology and Social Policy. 31(1/2): 3-28

Mark N. Wexler

Strategic ambiguity in emergent coalitions: The triple bottom line

2009 | Corporate Communications: An International Journal. 14(1): 62-77

Mark N. Wexler

The moral dimension of wicked problems

2009 | International Journal of Sociology and Social Policy. 29(9/10): 531-542

Mark Wexler

Conjectures on systemic psychopathy: reframing the contemporary corporation

2008 | Society and Business Review. 3(3): 224-238

Mark N. Wexler

The moral nature of a credible scandal story

2007 | Insights. 4(3): 140-156

Books, Book Chapters and Monographs

Mark N. Wexler; P Singh; R Handley

Counter-publics and the informal organization of contention in public controversies

2012 | Protest and its evolution. 143-161

Mark N. Wexler; Douglas Todd

Conjectures on workplace spirituality

2008 | Cascadia: The Elusive Utopia. Chapter 13: 215-240

B. Tan; Mark N. Wexler

Reframing the 'gatekeeping' professions

2007 | Relationships in the professions. 211-228

Mark N. Wexler; Judy Oberlander

The four faces of planning ethics: A value profile in Canadian planning

2007 | A Reader in Canadian Planning: Linking Theory and Practice. 99-106

Michael Gunns; Mark N. Wexler

Twenty questions directors should ask about codes of conduct, 2nd edition

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