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Social Sciences and Humanities

D-Index
38
Citations
35195
World Ranking
5750
National Ranking
2719

Research.com Recognitions

  • Fellow of the Strategic Management Society
  • Fellow of the Strategic Management Society
  • Fellow of the Strategic Management Society

Overview

Amy J. Hillman is affiliated with Arizona State University in the United States. Their scholarly contributions span several key topics in management and organizational studies, including political influence and corporate strategies, elite sociology and global capitalism, innovation and knowledge management, as well as complex systems and decision making.

Their research is published across prominent venues with a focus on management and organizational fields. Frequent publication venues include:

  • Academy of Management Proceedings
  • Journal of Management
  • Academy of Management Review

Key papers authored or co-authored by Hillman include:

  • "Corporate Political Activity, Reimagined: Revisiting the Political Marketplace," 2022, Journal of Management
  • "2023 Presidential Address: What If Service Was Our "Currency"?" 2024, Academy of Management Review
  • "This Is an Eventful Era: Exploring Event-Oriented Approaches to Organizational Research," 2024, Journal of Management
  • "When are Women Open to Risk? How Director Identities Influence Firms' Financial Risk-Taking," 2024, Academy of Management Proceedings
  • "Neither Insider nor Outsider: Independent Directors Who Become Executives," 2024, Academy of Management Proceedings

Hillman frequently collaborates with other researchers, including:

  • Albert A. Cannella
  • Ivana Katić
  • Frederick P. Morgeson
  • Dong Liu
  • Scott E. Seibert

Their research fields intersect multiple subfields such as strategy and management, sociology and political science, organizational behavior and human resource management, and management science and operations research.

Amy J. Hillman has been recognized as a Fellow of the Strategic Management Society, reflecting their engagement within the strategic management community.

Best Publications

  • Shareholder value, stakeholder management, and social issues: what's the bottom line?

    Amy J. Hillman;Gerald D. Keim

  • Boards of Directors and Firm Performance: Integrating Agency and Resource Dependence Perspectives

    Amy J. Hillman;Thomas Dalziel

  • Resource Dependence Theory: A Review:

    Amy J. Hillman;Michael C. Withers;Brian J. Collins

  • The Resource Dependence Role of Corporate Directors: Strategic Adaptation of Board Composition in Response to Environmental Change

    Amy J. Hillman;Albert A. Cannella;Ramona L. Paetzold

  • Corporate Political Strategy Formulation: A Model of Approach, Participation, and Strategy Decisions

    Amy J. Hillman;Michael A. Hitt

  • Corporate Political Activity: A Review and Research Agenda

    Amy J. Hillman;Gerald D. Keim;Douglas Schuler

  • Organizational Predictors of Women on Corporate Boards

    Amy J. Hillman;Christine Shropshire;Albert A. Cannella

  • Politicians on the Board of Directors: Do Connections Affect the Bottom Line?

    Amy J. Hillman

  • The effect of board capital and CEO power on strategic change

    Katalin Takacs Haynes;Amy Hillman

  • Women and Racial Minorities in the Boardroom: How Do Directors Differ?

    Amy J. Hillman;Albert A. Cannella;Ira C. Harris

  • Board Composition from Adolescence to Maturity: A Multitheoretic View

    Matthew D. Lynall;Brian R. Golden;Amy J. Hillman

  • Corporate political strategies and firm performance: indications of firm‐specific benefits from personal service in the U.S. government

    Unknown

  • Three lenses on the multinational enterprise: politics, corruption, and corporate social responsibility

    Peter Rodriguez;Donald S Siegel;Amy Hillman;Lorraine Eden

  • The Attractiveness of Political Markets: Implications for Firm Strategy

    Jean-Philippe Bonardi;Amy J Hillman;Gerald D. Keim

  • INVESTOR ACTIVISM, MANAGERIAL RESPONSIVENESS, AND CORPORATE SOCIAL PERFORMANCE

    Parthiban David;Matt Bloom;Amy J. Hillman

  • The determinants of MNE subsidiaries' political strategies: evidence of institutional duality

    Amy J Hillman;William P Wan

  • FORMER GOVERNMENT OFFICIALS AS OUTSIDE DIRECTORS: THE ROLE OF HUMAN AND SOCIAL CAPITAL

    Richard H. Lester;Amy Hillman;Asghar Zardkoohi;Albert A. Cannella

  • Directors' Multiple Identities, Identification, and Board Monitoring and Resource Provision

    Amy J. Hillman;Gavin Nicholson;Christine Shropshire

  • International Variation in the Business-Government Interface: Institutional and Organizational Considerations

    Amy Hillman;Gerald Keim

  • Board Composition and Stakeholder Performance: Do Stakeholder Directors Make a Difference?:

    Amy J. Hillman;Gerald D. Keim;Rebecca A. Luce

  • A Multidisciplinary Review of the Director Selection Literature

    Michael C. Withers;Amy J. Hillman;Albert A. Cannella

Frequent Co-Authors

Morris A. Okun
Morris A. Okun Arizona State University
Debra L. Shapiro
Debra L. Shapiro University of Maryland, College Park
Kenneth S. Law
Kenneth S. Law Chinese University of Hong Kong
Kevin G. Corley
Kevin G. Corley Imperial College London

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