Positions
Education
Areas of Specialization:
Corporate geographyEconomic geography
Research Interests:
Geography of corporate boards of directors and their educational affiliations.Overall study of corporate headquarters location.Competitiveness of small and medium sized cities in a knowledge economy.Economic development in Northern Ontario.
Publications
O’Hagan, S. (2020) Canadian Boards of Directors and Gender Diversity: Adding a Spatial Component, International Journal of Business Management and Commerce, 5. No.2, 2-10.
O’Hagan, S. and Rice, M.D. (2019) 100 years of Interlocking Directorates in the Canadian Urban System, Canadian Journal of Regional Science, 41. No 2, 43-52.
Rice, M.D., S. O’Hagan, D. Lyons, C. Tiwari, M.B. Green, V. Oppenheim. (2018) Defining the Record of High-Growth Firms by U.S. Metropolitan Region: What Happens to the Inc. 500? Papers in Applied Geography.
O’Hagan, S., Murray D. Rice. (2018) “The Geography of Canadian Interlocking Directorates: How do they relate to Brain Circulation” in Hongmian Gong (ed.), Hierarchy, Information and Power: Cities as Corporate Command and Control Centers, Routledge Publishing, London, UK.
Green, M.B., S. O’Hagan, and Martin Lefebvre. (2018) “The Economic Geography of Institutional Investment” in Hongmian Gong (ed.), Hierarchy, Information and Power: Cities as Corporate Command and Control Centers, Routledge Publishing, London, UK.
Rice, M.D., D. Lyons, and S. O’Hagan. (2018) “Fast-growing firms as elements of change in Canada’s headquarters city-system” in Hongmian Gong (ed.), Hierarchy, Information and Power: Cities as Corporate Command and Control Centers, Routledge Publishing, London, UK.
O’Hagan, S. (2017) An Exploration of Gender, Interlocking Directorates, and Corporate Performance. International Journal of Gender and Entrepreneurship, 9. No. 3, 269-282. (doi.org/10.1108/IJGE-09-2016-0032)
O’Hagan, S. (2015) An Examination of American Interlocking Directorates: Are they associated with Brain Circulation and Does it Translate into Higher Corporate Performance? Geographical Review, 105 no 3, 344-359. DOI: 10.1111/j.1931-0846.2015.12075.
O’Hagan, S., Murray D. Rice. (2015) The Geography of Canadian Interlocking Directorates: How do they relate to Brain Circulation. Urban Geography, 36 no 6, 823-843. DOI: 10.1080/02723638.2015.1069664.
Green, M.B., S. O’Hagan, and Martin Lefebvre. (2015) The Economic Geography of Institutional Investment. Urban Geography, 36 no 6, 798-822.
Rice, M.D., D. Lyons, and S. O’Hagan. (2015) Fast-growing firms as elements of change in Canada’s headquarters city-system. Urban Geography, 36 no 6, 844-863.
O’Hagan, S. (2014) An Examination of In-Migration and Return Migration to Cities in Northern Ontario Canada: Who Benefits From These Migrants in the Context of Today’s Knowledge Economy. Journal of Population and Social Studies, 22 no. 1, 1-13.
O'Hagan, S. and M. D. Rice (2013) Exploring the personal histories of the top executives of US firms using a quantitative approach: Is there a geographical relationship with corporate headquarters and does it influence firm performance? Geographical Research51: 279-291.
O’Hagan, S. and M.D. Rice (2012) The Geography of Corporate Directors: Personal Backgrounds, Firm and Regional Success. Professional Geographer 64: 586-601.
Rice, M.D., S. Tierney, S. O’Hagan, D. Lyons, and M.B. Green (2012) Knowledge, influence, and firm-level change: a geographic analysis of board membership associated with growing and declining businesses in the Canadian economy. Geoforum 43: 959-968.
O’Hagan, S. and M.B. Green (2011) Atlantic Canadian corporate directors and their educational affiliations: A Spatial Analysis. Northeastern Geographer 3: 60-75.
O’Hagan, S. (2011) An examination of migration patterns to Ontario cities: Demarcating Ontario’s periphery. Canadian Studies in Population 38: 135-150.
O’Hagan, S. (2010) Corporate directors and educational affiliations: A spatial-temporal analysis. Industrial Geographer6(2): 3-30.
O’Hagan, S. and T. Rutland (2008) A comparison of Canada's small, medium, and large cities in the knowledge economy. Canadian Journal of Urban Research17(1): 130-154.
O’Hagan, S., M. D. Rice and M.B. Green (2008) North American corporate directors and educational affiliations: A geographical analysis. Geography Research Forum28: 59-81.
O’Hagan, S. and B. Cecil (2007) A macro level approach to examine Canada’s primary industry towns in a knowledge economy? Journal of Rural and Community Development2(2): 18-43.
Rutland, T. and S. O'Hagan (2007) The growing localness of the Canadian city, On the continued (ir)relevance of economic base theory. Local Economy22(2): 163-185.
Green M.B. and S. O'Hagan (2006) Canadian interlocking directorates: Gender, industry and city differences. Online Geography6(1).
O’Hagan, S. and M.B. Green (2004) Corporate knowledge transfer via interlocking directorates: A network analysis approach. Geoforum 35(1): 127-139.
O’Hagan, S. and M.B. Green (2002) Tacit knowledge via interlocking directorates: A Canadian and U.S. comparison. Geografiska Annaler: Series B, Human Geography84(1): 49-63.
O’Hagan, S. and M.B. Green (2002) Interlocking directorates: An example of tacit knowledge transfer. Urban Geography23(2): 154-179.
O’Hagan, S. and M.B. Green (2002) Region, Knowledge, and Competitiveness in R.B. McNaughton and M.B. Green (eds.), Global Competition and Local Networks, Ashgate Publishing, Aldershot, UK.
O’Hagan, S. and W. P. Anderson (2001) Canadian foreign direct investment in the United States: A discrete choice analysis approach. Canadian Journal of Regional Science23(2): 213-231.
O’Hagan, S. and M.B. Green (2000) The location of headquarters in the Unites States. The Great Lakes Geographer7(2): 119-121.