Stephanie Bertels

Associate Professor, Business and Society

Director, Centre for Corporate Governance and Sustainability

W.J. VanDusen Professor

Area Coordinator, Business and Society

Segal

Room: SGL 4850

Phone: 778.782.5163

Email: stephanie_bertels@sfu.ca

Credentials

Ph.D. (Calgary); M.Sc.1999(Stanford); B.Sc.1997( Queen's)

Biography

Stephanie is the Director of SFU Beedie's Centre for Corporate Governance and Sustainability and the founder of the Embedding Project www.embeddingproject.org - a unique public-benefit research project that brings together leading global firms to help them embed sustainability across their operations and decision-making as well as to contribute to positive systems change. She is a regular thought partner for the executive teams and boards of global companies interested in improving their sustainability performance. 

Her research examines how companies transition to more sustainable operations, embed sustainability, and generate sustainable innovation. She teaches courses in managing innovation and change; sustainable operations; and managing for sustainability.

 

Research Interests

Embedding sustainability into organizational culture, sustainable innovation, strategic change towards sustainability, resilience and reliability

Selected Publications

articles and reports

Feront, C., & Bertels, S. (2019). The Impact of Frame Ambiguity on Field-Level Change. Organization Studies, 1-31. http://doi.org/10.1177/0170840619878467

Schulschenk, J., & Bertels, S. (2019). Shaping Your Organisation's Narrative Infrastructure. Vancouver, British Columbia, Canada: Embedding Project. http://doi.org/10.6084/m9. gshare.11362895

Toews, B., & Bertels, S. (2019). Next Generation Governance: Emerging Trends in Climate Position Statements. Vancouver, British Columbia, Canada: Embedding Project. http://doi.org/10.6084/m9. gshare.8859527

Bertels, S., & Brandon, T. (2018). Next Generation Governance: Developing Position Statements on Sustainability Issues – A Guidebook for Supporting your Board. Vancouver, British Columbia, Canada: Embedding Project.

Hamann, R., & Bertels, S. (2018). The institutional work of exploitation: Employers' work to create and perpetuate inequality. Journal of Management Studies, 55(3), 394-423. http://doi.org/10.1111/joms.12325

Dobson, R. S., & Bertels, S. (2017). The road to context: Contextualising your strategy and goals: A guide. Vancouver, British Columbia, Canada: Embedding Project.

Dobson, R. S., & Bertels, S. (2017). The road to context: Contextualising your strategy and goals: A casebook. Vancouver, British Columbia, Canada: Embedding Project.

Bertels, S., Schulschenk, J., Ferry, A., Otto-Mentz, V., & Speck, E. (2016). Supporting your CEO and their decision-making around sustainability. London, Ontario, Canada: Network for Business Sustainability.

Bertels, S., Schulschenk, J., Ferry, A., Otto-Mentz, V., & Speck, E. (2016). Being an effective change agent. London, Ontario, Canada: Network for Business Sustainability.

Bertels, S., Howard-Grenville, J., & Pek, S. M. (2016). Cultural molding, shielding and shoring at Oilco: The role of culture in the integration of routines. Organization Science, 27(3), 573-593. http://doi.org/10.1287/orsc.2016.1052

Bertels, S., & Lawrence, T. B. (2016). Organizational responses to institutional complexity stemming from emerging logics: The role of individuals. Strategic Organization, 1-37. http://doi.org/10.1177/1476127016641726

Bertels, S., Hoffman, A., & DeJordy, R. (2014). The varied work of challenger movements: Identifying challenger roles in the US environmental movement. Organization Studies, 35(8), 1171-1210. http://doi.org/10.1177/0170840613517601

Bertels, S., Cody, M., & Pek, S. M. (2014). A responsive approach to organizational misconduct: Rehabilitation, reintegration, and the reduction of reoffence. Business Ethics Quarterly, 24(3), 343-370. http://doi.org/10.5840/beq20147212

Maguire, S., & Bertels, S. (2012, December). Chemistry and business that are benign by design: Leveraging the Canadian chemistry industry's leadership on sustainability. Catalyst: The Magazine of Canada's Chemistry Industry, Winter 2012, 19-20.

Bansal, P., Bertels, S., Ewart, T., MacConnachie, P., & O'Brien, J. (2012). Bridging the research practice gap. Academy of Management Perspectives, 26(1), 73-92. http://doi.org/10.5465/amp.2011.0140

Robinson, M., Kleffner, A., & Bertels, S. (2011). Signaling sustainability leadership: Empirical evidence of the value of DJSI membership. Journal of Business Ethics, 101(3), 493-505. http://doi.org/10.1007/s10551-011-0735-y

Bertels, S., van der Byl, C., Dillabough, J., & Bowen, F. (2011). Lessons for environmental regulatory compliance: Suncor's creative sentence - The Firebag case. Calgary, Alberta, Canada: Haskayne School of Business - University of Calgary.

Miller, K., Bertels, S., Graves, S. A., & Purkis, J. (2011). Embedding sustainability into the culture of municipal government. Ottawa, Ontario, Canada: The Natural Step.

Bertels, S., Papania, L., & Papania, D. (2010). Embedding sustainability in organizational culture: A systematic review of the body of knowledge. London, Ontario, Canada: Network for Business Sustainability.

Herremans, I. M., Herschovis, S., & Bertels, S. (2009). Leaders and laggards: The influence of competing logics on corporate environmental action. Journal of Business Ethics, 89(3), 449-472. http://doi.org/10.1007/s10551-008-0010-z

Graham, R., & Bertels, S. (2009). Achieving sustainable value: Sustainability portfolio assessment. Greener Management International, 54, 57-67. http://doi.org/10.9774/GLEAF.978-1-909493-84-1_13

Bertels, S., & Peloza, J. (2008). Running to stand still: Managing CSR reputation in an era of rising expectations. Corporate Reputation Review, 11(1), 56-72.

Bertels, S., & Vredenburg, H. (2004). Broadening the notion of governance from the organization to the domain. Journal of Corporate Citizenship, 15(Autumn), 33-47. http://doi.org/10.9774/GLEAF.4700.2004.au.00006

books chapters and monographs

Howard-Grenville, J., Bertels, S., & Lahneman, B. (2014). Sustainability: How it shapes organizational culture and climate. In Schneider, B., & Barbera, K. (Eds.), The Oxford Handbook of Organizational Culture and Climate (pp. 257-275). Oxford, Oxfordshire, United Kingdom: Oxford University Press. http://doi.org/10.1093/oxfordhb/9780199860715.013.0014

Howard-Grenville, J., & Bertels, S. (2011). Organizational culture and environmental action. In Bansal, P., Hoffman, A., & Hoffman, A. J. (Eds.), The Oxford Handbook on Business and the Natural Environment (pp. 194-210). Oxford, Oxfordshire, United Kingdom: Oxford University Press. http://doi.org/10.1093/oxfordhb/9780199584451.003.0011

Bertels, S., & Hoffman, A. (2010). Who is part of the environmental movement? Assessing network linkages between NGOs and corporations. In Lyon, T. P. (Eds.), Good Cop Bad Cop: Environmental NGOs and Their Strategies Toward Business (pp. 48-69). Washington, District of Columbia, United States: Resources for the Future Press.

Graham, R., & Bertels, S. (2009). Achieving sustainable value: Sustainability portfolio assessment. In Galea, C. (Eds.), Consulting for Business Sustainability. Sheffield, South Yorkshire, United Kingdom: Greenleaf Publishing.