Bio (Alice MacGillivray)
Leadership Studies, Environment and Sustainability
Dr. Alice MacGillivray researches leadership in complex, knowledge-intensive environments, and is interested in how principles from nature can inform leadership. She has published in journals including The Learning Organization, Emergence: Complexity and Organization, and Challenging Organizations and Society: reflective hybrids®. MacGillivray has presented at conferences in Canada, the U.S., Britain and Australia for groups including the International Society for the Systems Sciences and the Society for the Social Studies of Science. At Royal Roads, she deeply values opportunities to work with the accomplished adult learners who choose to study at this university.
MacGillivray's clients have included the Canadian Parks Council, the Auditor General of British Columbia, and the research arm of the Canadian military. She has leadership experience with organizations including BC Ministries of Education, Transportation, and Environment, Lands and Parks as well as Kananaskis Country and Parks Canada. MacGillivray joined Royal Roads in 2000, leading development and delivery of knowledge management graduate programs. Since then, she has worked in several roles, and with more than 40 thesis and capstone students in six programs.
MacGillivray holds a PhD in Human and Organizational Systems (2009), a Master of Arts in Human Development (2007) and a Graduate Diploma in Dialogue, Deliberation and Public Engagement (2008) from Fielding Graduate University, where she currently sits on the Inaugural Sustainability Advisory Council. She holds a Master of Arts in Leadership from Royal Roads University (2000) and an interdisciplinary Bachelor of General Studies from Athabasca University (1997). MacGillivray is certified to deliver Cognitive Edge, instructional skills (ISW) and facilitator development workshops. Academically, her awards include the Athabasca Governing Council Scholarship, dean’s lists and a doctoral research grant. Her professional awards include recognition from a cabinet committee for land use planning work.
Hogan, N., Hannigan, J. & MacGillivray, A. (2020). Can sustainability research inform leadership in complex systems? [Book Review] Emergence: Complexity and Organization, 20(4). http://eco.emergentpublications.com/Article/6e093200-3d72-4a86-9d4d-adfa69e00f1f/academic
MacGillivray, A. and Steier, F. (approaching submission). Systemic phenomenography: A qualitative method for complex system research.
Hogan, N., Hannigan, J. and MacGillivray, A. (in press). Can Sustainability Research Inform Leadership in Complex Systems?
MacGillivray, A. (2018). Leadership as practice meets knowledge as flow: Emerging perspectives for leaders in knowledge-intensive organizations. Journal of Public Affairs 18(1).
MacGillivray, A. (2017). Social Learning in Higher Education: A Clash of Cultures? In J. McDonald and A. Cater-Steel (Eds.), Communities of Practice – Facilitating Social Learning in Higher Education.
MacGillivray, A., Litwin, A. (2016). Are we there yet? Are Perceptions of Results Shaped by Gender? Challenging Organisations and Society. reflective hybrids® 5(2), 936-949.
MacGillivray, A. (2015). Leadership, Boundaries and Sustainability. In J.P. Isbouts et al. (Eds.) Sustainability Leadership: Integrating Values, Meaning, and Action: Volume 5 (Fielding Monograph Series).
MacGillivray, A. (2015). Consulting on the edge: use of strategies rooted in nature. Challenging Organisations and Society. reflective hybrids®. 4(1), 707-718.
MacGillivray, A., Gallagher, K. (2012). A policy paradox: social complexity emergence around an ordered science attractor. Emergence: Complexity and Organization, 14(4), 67-85.
MacGillivray, A. (2011). “The Application of Complexity Thinking to Leaders’ Boundary Work” in Moving Forward with Complexity: Proceedings of the 1st International Workshop on Complex Systems Thinking and Real World Applications. Emergent Publications: Litchfield Park, Arizona.
MacGillivray, A. (2010). Metaphors from Nature for Knowledge Work in a Complex World. In A. Tait & K. Richardson (Eds.), Complexity and Knowledge Management: Understanding the Role of Knowledge in the Management of Social Networks. Charlotte: Information Age Publishing.
MacGillivray, A. (2010). Leadership in a network of communities: a phenomenographic study, The Learning Organization, 17(1), 24-40.
MacGillivray, A. (2009). [Digital Habitats: Stewarding technologies for communities.] Review of the book by Wenger, E. White N & Smith, J.D. Emergence: Complexity and Organization, 11(4), 99-104.
MacGillivray, A. (2009). Perceptions and uses of boundaries by respected leaders: a trans-disciplinary inquiry. Retrieved from ProQuest Dissertations & Theses Global. (UMI 3399314)
MacGillivray, A. (2009). Knowledge intensive work in a network of counter-terrorism communities. Hershey: IGI Global. http://www.igi-global.com/reference/details.asp?id=33145 This chapter/paper appears in the Handbook of Research on Knowledge-Intensive Organizations edited/authored by J. Kociatkiewicz & D. Jemielniak (Eds.), Copyright 2008, IGI Global, www.igi-global.com.
MacGillivray, A. (2008). [Managing Uncertainties in Networks.] Review of the book by Koppenjan, J. & Klijn, E. Emergence: Complexity and Organization, 10(2), 129-132.
MacGillivray, A. (2007). Learning at the edge—Part 2: scholar-practitioner reflections on boundaries. Emergence: Complexity and Organization. 9(4),
MacGillivray, A. (2006). Learning at the edge – Part 1: Transdisciplinary conceptions of boundaries. Emergence: Complexity and Organization. 8(3), 92-104.
MacGillivray, A. (2006). [Complexity and the Experience of Leading Organizations.] Review of the book by Ralph Stacey. Emergence: Complexity & Organization. 8(2), 124-127.