Trish Reay

About

Trish Reay is the Vice-Dean at the Alberta School of Business. She holds the TELUS Chair in Management. Her research interests are organizational and institutional change, organizational learning, professions and professional work, and identity and role identity.  Trish earned her PhD and MBA at the University of Alberta.  

Research

Journal Articles

Wright, A.L., Irving, G., Zafar, A. & Reay, T. 2022. The Role of Space and Place in Organizational and Institutional Change: A Systematic Review of the Literature. Journal of Management Studies. 60(4): 991-1026. doi.org/10.1111/joms.12868

Wright, A.L., Meyer, A.D., Reay, T. & Staggs, J. (2021). Maintaining Places of Social Inclusion: Ebola and the Emergency Department. Administrative Science Quarterly. doi:10.1177/0001839220916401

Chen, Y. & Reay, T. (2021). Responding to imposed job redesign: The evolving dynamics of work and identity in restructuring professional identity. Human Relations. doi:10.1177/0018726720906437

Chreim, S., Langley, A., Reay, T., Comeau-Vallée, M. & Huq, J-L. (2020). Constructing and Sustaining Counter-institutional Identities. Academy of Management Journal. 63(3): 935-964. doi:10.5465/amj.2017.0528

Goodrick, E., Jarvis, L. & Reay, T. (2020). Preserving a professional institution: emotion in discursive institutional work. Journal of Management Studies, 57(4): 735-774. doi:10.1111/joms.12535

MacLeod, M., Hanlon, N., Reay, T., Snadden, D. & Ulrich, C. (2020). Partnering for Change: How a Health Authority, Physicians, and Communities Work Together to Transform Primary Healthcare Services. Journal of Health Organization and Management, 34(3): 255-272. doi:10.1108/JHOM-02-2019-0032

Keijser, W., Huq, J.L. & Reay, T. (2020). Enacting Medical Leadership to Address Wicked Problems. BMJ Leader, 4:12–17. doi:10.1136/leader-2019-000137

Hewko, S.J., Reay, T., Estabrooks C.A., Cummings G.G. (2019). Retirement decision-making among registered nurses’ and allied health professionals: A descriptive analysis of Canadian longitudinal study on aging data. Healthcare Policy, 15(2) November: 20-27. doi:10.12927/hcpol.2019.26074

Geary J, Reay T., Bubela T. (2019). The impact of heterogeneity in a global knowledge commons: Implications for governance of the DNA Barcode Commons. International Journal of the Commons, 13(2), 909–930. doi:10.5334/ijc.861

Snadden D, Reay T., Hanlon N, Macleod, M. (2019). Engaging primary care physicians in system change – an interpretive qualitative study in a remote and rural health region in Northern British Columbia, Canada. BMJ Open; 9:e028395. doi:10.1136/bmjopen-2018-028395

Hanlon, N., Reay, T., Snadden, D. & MacLeod, M. (2019). Creating partnerships to achieve health care reform: Moving beyond a politics of scale? International Journal of Health Services, 49(1), 51-67. https://doi.org/10.1177/0020731418807094

Reay, T. (2019). Family routines and next-generation engagement in family firms. Entrepreneurship Theory & Practice, 43(2), 244-250. https://doi.org/10.1177/1042258718796083

Zhang, Z. & Reay, T. (2018). Managing the Yin and Yang of Family Capital: A Study of Chinese Immigrant Entrepreneurs. Entrepreneurship & Regional Development, 30(7-8): 722–748. https://doi.org/10.1080/08985626.2018.1457085

Hewko, S.J., Reay, T., Estabrooks, C.A., Cummings, G.G. (2018). Conceptual Models of Early and Involuntary Retirement among Canadian Registered Nurses and Allied Health Professionals. Canadian Journal on Aging/La Revue Canadienne du Viellissement, 37(3), 294-308. https://doi.org/10.1017/S0714980818000223

Huq, J., Reay, T., & Chreim, S. (2017). Protecting the Paradox of Interprofessional Collaboration. Organization Studies, 38(3-4), 513-538. https://doi.org/10.1177/0170840616640847

Reay, T., Goodrick, E., Waldorff, S., & Casebeer, A. (2017). Getting Leopards to Change their Spots: Co-Creating a New Professional Role Identity. Academy of Management Journal, 60(3), 1043-1070. https://doi.org/10.5465/amj.2014.0802

Nicolini, D., Delmestri, G., Goodrick, E., Reay, T., Lindberg, K. & Adolfsson, P. (2016). Look What’s Back! Institutional Complexity, Reversibility and the Knotting of Logics. British Journal of Management, 27(2), 228-248. https://doi.org/10.1111/1467-8551.12156

Bucher, S. V., Chreim, S., Langley, A., & Reay, T. (2016). Contestation about Collaboration: Discursive Boundary Work among Professions. Organization Studies, 37(4), 497-522. https://doi.org/10.1177/F0170840615622067

Jaskiewicz, P., Heinrichs, K., Rau, S. B., & Reay, T. (2016). To Be or Not to Be: How Family Firms Manage Family and Commercial Logics in Succession. Entrepreneurship Theory & Practice, 40(4), 781-813. https://doi.org/10.1111/etap.12146

Reay, T., & Jones, C., (2016). Qualitatively Capturing Institutional Logics. Strategic Organizations, 14(4), 441-454. https://doi.org/10.1177/F1476127015589981

Reay, T., Jaskiewicz, P. & Hinings, C.R. (2015). How Family, Business and Community Logics Shape Family Firm Behavior and ‘Rules of the Game’ in an Organizational Field. Family Business Review, 28(4), 292-311. https://doi.org/10.1177/F0894486515577513

Teaching

Managing Organizational Change (Master's)

International Family Enterprise (Undergraduates and Master's)

Implementing Public Policy (Master's)

Qualitative Methods for PhD Students

Management and Strategy/ Organizational Analysis (Undergraduates)

Managing Organizational Change (Executive MBA)