Bertels, S., & Dobson, R. (2020). Embedded Strategies for the Sustainability Transition: Setting Priorities and Goals Aligned with Systems Resilience. Vancouver, British Columbia, Canada: Embedding Project.

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

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

Bertels, S., & Brandon, T. (2018). Next Generation Governance: Developing Position Statements on Sustainability Issues - A Guidebook for Supporting your Board. N/A, Canada: Publisher Unknown.

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 casebook. Vancouver, British Columbia, Canada: Embedding Project.

Bertels, S., & Lawrence, T. B. (2016). Organizational responses to institutional complexity stemming from emerging logics: The role of individuals. Strategic Organization, 14(4), 336-372. http://doi.org/10.1177/1476127016641726

Bertels, S., Schulschenk, J., Ferry, A., Otto-Mentz, V., & Speck, E. (2016). Supporting your CEO and their decision-making around sustainability. Vancouver, British Columbia, Canada: Embedding Project.

Bertels, S., Schulschenk, J., Ferry, A., Otto-Mentz, V., & Speck, E. (2016). Being an effective change agent. Vancouver, British Columbia, Canada: Embedding Project.

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

Bertels, S., Hoffman, A. J., & 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

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.

Miller, K., Bertels, S., Graves, S. A., & Purkis, J. (2011). Embedding sustainability into the culture of municipal government.

Bertels, S., Papania, L., & Papania, D. (2010). Embedding sustainability in organizational culture: A systematic review of the body of knowledge.

Herremans, I. M., Herschovis, M. 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

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.

Graham, R., & Bertels, S. (2006). Achieving sustainable value sustainability portfolio assessment. Greener Management International, 57-67. http://doi.org/10.9774/GLEAF.3062.2006.su.00010

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

Bertels, S., & Vredenburg, H. (2018). Broadening the notion of governance from the organisation to the domain: A study of municipal water systems in canada. Corporate Social Responsibility, Accountability and Governance: Global Perspectives (pp. 24-40).

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. (2012). Organizational Culture and Environmental Action. In Bansal, P., Hoffman, A., & Hoffman, A. J. (Eds.), The Oxford Handbook of Business and the Natural Environment. Oxford, Oxfordshire, United Kingdom: Oxford University Press. http://doi.org/10.1093/oxfordhb/9780199584451.003.0011

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.

Bertels, S., van der Byl, C., & Bowen, F. (2013). Environmental compliance at Suncor Energy's Firebag facility. Toronto, Ontario, Canada: Ivey Management Services. Case ID:Ivey ID: 9B13M032.