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Amy Hillman is dean and Rusty Lyon Chair in Strategy in the W. P. Carey School of Business at Arizona State University. She received her doctorate from Texas A&M University in Strategic Management and Business and Public Policy in 1996 and was inducted Outstanding Doctoral Alumni from her alma mater in 2008.
Her areas of interest include corporate political strategies, boards of directors, and corporate strategy. Her research includes more than 30 peer-reviewed articles published in leading journals such as Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Organization Science, and Administrative Science Quarterly. She was elected a fellow of the Academy of Management in 2014 and is a founding fellow of the International Corporate Governance Society.
She is former editor of Academy of Management Review and a former associate editor of Academy of Management Journal. She also serves or has served on the editorial review boards of the Academy of Management Journal, Strategic Management Journal, Journal of Management, Academy of Management Learning & Education, Business Horizons, and Journal of International Business Studies. She has received five outstanding reviewer awards from these journals.
Professor Hillman joined ASU in 2001. An award-winning undergraduate, MBA and doctoral teacher, she previously taught at the Ivey Business School at The University of Western Ontario, the Broad Business School at Michigan State University and the Mays College of Business at Texas A&M University. In addition, she has spent several summers as a guest professor at the Institute for International Management at Johannes Kepler University in Linz, Austria, and taught during her doctoral program at her undergraduate alma mater Trinity University. She has also published seven teaching cases used in classrooms around the world.
Prior to joining academia, Professor Hillman was general manager of a retailing and manufacturing organization in the Southwest United States. Today, Amy serves on the board of publicly traded CDK Global, on the independent governance committee of U-Haul International, and on the non-profit boards of AACSB and the ASU Research Park.
How linkages between firms and external contingencies improve financial performance, boards of directors, corporate political strategies.
Howard, M., Withers, M., Carnes, C. & Hillman, A. In Press. Friends or strangers? It all depends on context: A replication and extension of Beckman, Haunschild and Phillips (2004). Strategic Management Journal.
Sun, P., Hu, H. & Hillman, A. 2016. The dark side of board political capital: Enabling blockholder rent appropriation in emerging economies. Academy of Management Journal, 59: 1-22.
Zhu, H.D., Shen, W. & Hillman, A. 2014. Recategorization: New directors who have different backgrounds from incumbents and their subsequent positions on boards. Administrative Science Quarterly, 59: 240-270.
Withers, M., Corley, K. & Hillman, A. 2012. Stay or leave? Director identities and voluntary exit from the board during organizational crisis. Organization Science, 23: 835-850.
Withers, M., Cannella, A., & Hillman, A. 2012. A multidisciplinary review of the director selection literature. Journal of Management, 38: 243-277.
Hillman, A., Shropshire, C., Certo, T. Dalton, C. & Dalton, D. 2011. What I like about you: Director characteristics and shareholder approval. Organization Science, 22: 675-688. Also published in, 2008 Best Paper Proceedings Academy of Management.
Haynes, K. & Hillman, A. 2010. The effect of board capital and CEO power on strategic resource allocation. Strategic Management Journal, 31: 1145-1163.
Hillman, A., Withers, M. & Collins, B. 2009. Resource dependence theory: A review. Journal of Management, 35: 1404-1427. Finalist, Scholarly Impact Award, 2014.
Lester, R., Hillman, A., Cannella, A. & Zardkoohi, A. 2008. Former government officials as outside directors: The role of human and social capital. Academy of Management Journal, 51: 999-1013.
Hillman, A., Nicholson, G. & Shropshire, C. 2008. Directors’ Multiple identities, identification and board monitoring and resource provision. Organization Science, 19: 441-456. Also published in 2006 Academy of Management Best Paper Proceedings.
Keim, G. & Hillman, A. 2008. Political environments and business strategy: Implications for managers. Business Horizons, 51:1, 47-54.
Hillman, A., Shropshire, C. & Cannella, A. 2007. Organizational predictors of women on corporate boards. Academy of Management Journal, 50: 941-952.
David, P., Bloom, M. & Hillman, A. 2007. Investor activism, managerial responsiveness and corporate social performance. Strategic Management Journal, 28: 91-100.
Shropshire, C. & Hillman, A. 2006. A longitudinal examination of significant change in stakeholder management. Business & Society, 46: 63-87. Also in 2006 Academy of Management Best Paper Proceedings.
Hillman, A. & Wan, W. 2005. The determinants of MNE subsidiaries’ political strategies: Evidence of institutional duality. Journal of International Business Studies, 36: 322-340.
Wan, W. & Hillman, A. 2005. One of these things is not like the other: What contributes to dissimilarity among MNE subsidiaries’ political strategies? Management International Review.
Hillman, A. 2005. Politicians on the board: Do connections affect the bottom line? Journal of Management, 31: 464-481.
Bonardi, J., Hillman, A. & Keim, G. 2005. The attractiveness of political markets: Implications for firm strategy. Academy of Management Review, 30: 397-413.
Hillman, A., Keim, G., & Schuler, D. 2004. Corporate political strategies: A review and research agenda. Journal of Management, 30: 837-857.
Hillman, A. 2003. Determinants of political strategies in U.S. multinationals. Business & Society. 42: 455-484.
Hillman, A. & Dalziel, T. 2003. Boards of directors and firm performance: Integrating agency and resource-dependence perspectives. Academy of Management Review. 28: 383-396.
Lynall, M., Golden, B. & Hillman, A. 2003. Board composition from adolescence to maturity: A multi-theoretic view. Academy of Management Review. 28: 416-431.
Hillman, A., Cannella, A. & Harris, I. 2002. Women and racial minorities in the boardroom: How do directors differ? Journal of Management.28: 747-763.
Hillman, A. 2002. Public affairs, issue management and political strategy: Methodological approaches that count- A different view. Journal of Public Affairs. 1: 356-361.
Luce, R., Barber, A. & Hillman, A. 2001. Good deeds and misdeeds: A mediated model of the effect of corporate social performance on organizational attractiveness. Business & Society, 40: 397-415.
Hillman, A., Keim, G., & Luce, R. 2001. Board composition and stakeholder performance: Do stakeholder directors make a difference? Business & Society. 40: 295-314.
Hillman, A. & Keim, G. 2001. Stakeholder management, social issues, and financial performance: What’s the bottom line? Strategic Management Journal. 22: 125-139.
Bellinger, L. & Hillman. A. 2000. Does tolerance lead to better partnering? The relationship between diversity management and M&A success. Business & Society, 39: 323-337.
Shaffer, B. & Hillman, A. 2000. The development of business-government strategies in diversified firms. Strategic Management Journal. 21: 175-190.
Hillman, A., Cannella, A., & Paetzold, R. 2000. The resource dependence role of corporate directors: Strategic adaptation of board composition in response to environmental change. Journal of Management Studies, 37(2): 235-255. Reprinted in Theories of Corporate Governance: The Philosophical Foundations of Corporate Governance (2004), edited by Thomas Clarke, London: Routledge, pp. 138-148.
Hillman, A. & Hitt, M. 1999. Corporate political strategy formulation: A model of approach, participation, and strategy decisions. Academy of Management Review, 24: 825-842.
Hillman, A., Zardkoohi, A., & Bierman, L. 1999. Corporate political strategies and firm performance: An indication of firm-specific benefits from personal service in the U.S. government. Strategic Management Journal, 20: 67-82.
Hillman, A. & Keim, G. 1995. International variation in the business-government interface: institutional and organizational considerations. Academy of Management Review, 20: 193-214.
| Fall 2018 | |
|---|---|
| Course Number | Course Title |
| MGT 792 | Research |
| MGT 799 | Dissertation |
| Summer 2018 | |
|---|---|
| Course Number | Course Title |
| MGT 792 | Research |
| Spring 2018 | |
|---|---|
| Course Number | Course Title |
| MGT 589 | Strategic Management |
| MGT 792 | Research |
| MGT 799 | Dissertation |
| Fall 2017 | |
|---|---|
| Course Number | Course Title |
| MGT 792 | Research |
| MGT 799 | Dissertation |
| Spring 2017 | |
|---|---|
| Course Number | Course Title |
| MGT 589 | Strategic Management |
| MGT 792 | Research |
| MGT 799 | Dissertation |
| Fall 2016 | |
|---|---|
| Course Number | Course Title |
| MGT 792 | Research |
| MGT 799 | Dissertation |
| Summer 2016 | |
|---|---|
| Course Number | Course Title |
| MGT 450 | Consulting Projects |
| WPC 480 | Capstone Course |
| Spring 2016 | |
|---|---|
| Course Number | Course Title |
| MGT 493 | Honors Thesis |
| MGT 589 | Strategic Management |
| MGT 792 | Research |
| MGT 799 | Dissertation |
| Fall 2015 | |
|---|---|
| Course Number | Course Title |
| MGT 792 | Research |
| MGT 799 | Dissertation |
| Spring 2015 | |
|---|---|
| Course Number | Course Title |
| MGT 792 | Research |
| MGT 799 | Dissertation |
| Fall 2014 | |
|---|---|
| Course Number | Course Title |
| MGT 792 | Research |
| MGT 799 | Dissertation |
| Spring 2014 | |
|---|---|
| Course Number | Course Title |
| MGT 589 | Strategic Management |
| MGT 792 | Research |
| MGT 799 | Dissertation |
| Fall 2013 | |
|---|---|
| Course Number | Course Title |
| MGT 791 | Seminar |
| MGT 792 | Research |
| MGT 799 | Dissertation |
Teaching Awards:
Arizona State University
University of Western Ontario
Michigan State University
Texas A&M University
In addition to her service to the profession through editorial roles, Professor Hillman has served the Business Policy & Strategy division of the Academy of Management as Co-Chair, Mid-Career Consortia, Co-Chair, New Faculty Consortia, and on the Executive and Research Committees. She has served the Social Issues in Management division of the same organization as Best Paper Committee Chair and served the Strategic Management Society on the Best Paper Committee.
• Dean, Arizona State University, W. P. Carey School of Business, 2013-Present. • Executive Dean, Arizona State University, W. P. Carey School of Business, 2009- 2013. • Chair, Department of Management, 2007-2010. • Rusty Lyon Chair of Strategy, 2010- Present. • Jerry and Mary Anne Chapman Professor of Business, 2006-2010. • Dean’s Council of 100 Distinguished Scholar 2004-2007 • Professor, Arizona State University, W. P. Carey School of Business, Department of Management, Tempe, AZ. 2001- Present. Associate 2001, Professor 2006. • Assistant Professor, University of Western Ontario, Richard Ivey School of Business, London, ON, Canada. 1999-2001. • Assistant Professor, Michigan State University, Eli Broad College of Business, Department of Management, East Lansing, MI. 1996-1999. • Guest Professor, Johannes Kepler University, Institute for International Management, Linz, Austria. Summers 1996-1999. • Instructor, Texas A&M University, Department of Management, College Station, TX. 1993-1996. • Instructor, Trinity University, Department of Business Administration, San Antonio, TX. 1994.
