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Kim  Bates - Ted Rogers School of Management. Toronto, ON, CA

Kim Bates Kim  Bates

Director, MBA Programs | Associate Professor | Ted Rogers School of Management

Toronto, ON, CANADA

Kim Bates is an expert in Corporate governance, Innovation, Manufacturing, and Older workers.

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Biography

Dr. Kim Bates joined Ryerson to work with the MBA-MTI program in June 2011, and in June 2012 she also took on the MBA Global as director. She is also an associate professor in Entrepreneurship and Strategy, and conducts research on innovation, corporate governance and a variety of topics at the intersection of business and society, including the impact of an aging population on organizations and society, diversity and inclusion, and social innovation, and is a respected scholars whose work has influenced many other researchers.

Bates earned her BA from Macalester College in St. Paul, Minnesota, and her Ph.D. from the Carlson School of Management at the University of Minnesota. Prior to joining Ryerson, she held academic appointments at the Stern School of Business, New York University, the Rotman school of Management, University of Toronto, and Trent University, where she also served as Director of the Bachelors of Business Administration.

Areas of Expertise (5)

Business School Competitiveness Manufacturing Corporate Governance Innovation Older Workers

Social

Education (2)

University of Minnesota: Ph.D.

Maclester College: B.A.

Selected Articles (4)

Managing and sustaining an ageing nursing workforce: identifying opportunities and best practices within collective agreements in Canada Journal of Nursing Management

Cara Kwok, Kimberly A Bates, Eddy S Ng

2016

This paper seeks to identify gaps within nursing collective agreements for opportunities to implement practices to sustain the nursing workforce.

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The business school scorecard: Examining the systematic sources of business school value Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration

David J Finch, Paul Varella, William Foster, Binod Sundararajan, Kim Bates, John Nadeau, Norm O'Reilly, David L Deephouse

2016

Stakeholder relationships are a critical resource that contribute to or inhibit value creation. Building on this assertion, we explore the value of the business school at a stakeholder level. We draw on research by the Canadian multistakeholder working group, the Business School Research Network (BSRN), which was established to facilitate collaborative interinstitutional research on the management and practice of business schools. We provide a conceptual model of the value chain and associated scorecard that take into account the sources of value judgments that pertain to a business school at the stakeholder-level.

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Opening the Governance of Business Schools: A Multi-Stakeholder View of Performance Academy of Management Proceedings

David J Finch, Kimberly A Bates, Binod Sundararajan, David L Deephouse, Paul Varella, John Nadeau, Norman O'Reilly

2015

Business Schools, while ubiquitous in institutions of higher education, educating a significant proportion of graduates, face an unprecedented challenge to their legitimacy and suffer from the fragmentation of performance measures. Many measures are conferred by stakeholders disconnected from governments and policy makers responsible for funding higher education. This has a profound influence on both the management of business schools and the capacity of scholars to conduct rigorous, evidence-based research on performance in ways relevant to a wider spectrum of stakeholders. To confront this challenge, a multi-stakeholder working group (MSWG) was established to facilitate collaborative inter-institutional research focused at studying the management and practice of business schools. The MSWG defined a multi-phase, multi-year integrated research plan. The first phase, and the focus of this paper, identifies the most relevant outcome measures of business schools. The work began with extant assessments and identified of a new set of outcome measures, leading to the development of research instruments and associated data collection methods that will soon proceed to an empirical pilot test phase. The final instrumentation will represent a holistic and integrated business school scorecard that will become the foundation for all future research of the MSWG.

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Does Convergence in Regulation Lead to Convergence in Practice? The Case of Dissident Proxy Contests in Canada The Convergence of Corporate Governance

Kimberly A Bates, Dean A Hennessy

2012

In this chapter we look at the question of convergence in corporate governance by evaluating dissident proxy proposals in Canada. We build on earlier research on the dynamics of dissident proxy initiatives in the US (David, Bloom, and Hillman, 2007) and in Canada (Bates and Hennessy, 2010), with a detailed evaluation of the actors who file and respond to dissident proxy proposals. What does convergence mean in this context? From a regulatory and legal perspective, corporate governance in Canada is very similar to the US, with a shared Common Law heritage as former colonies of Great Britain. Yet important differences also exist. Canada has much smaller capital markets organized around provincial regulatory agencies. Publicly-held corporations in Canada are concentrated in fewer sectors, and large Canadian corporations are, on average, much smaller than large US corporations. Canadian regulations have enabled families to control corporations with supermajority voting shares. Founders and heirs who serve as executives are regularly featured in the Canadian business press, as are executives at large institutions. The discourse around corporate governance in the Canadian business press reflects the proximity of the US and exposure to print and broadcast media creating a ration-ale for convergence around codes for corporate governance (Enrione, Mazza, and Zerboni, 2006).

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