Amy Hillman
Amy Hillman
Потвърден имейл адрес: asu.edu
Shareholder value, stakeholder management, and social issues: what's the bottom line?
AJ Hillman, GD Keim
Strategic management journal 22 (2), 125-139, 2001
Boards of directors and firm performance: Integrating agency and resource dependence perspectives
AJ Hillman, T Dalziel
Academy of Management review 28 (3), 383-396, 2003
Resource dependence theory: A review
AJ Hillman, MC Withers, BJ Collins
Journal of management 35 (6), 1404-1427, 2009
The resource dependence role of corporate directors: Strategic adaptation of board composition in response to environmental change
AJ Hillman, AA Cannella, RL Paetzold
Journal of Management studies 37 (2), 235-256, 2000
Corporate political strategy formulation: A model of approach, participation, and strategy decisions
AJ Hillman, MA Hitt
Academy of management review 24 (4), 825-842, 1999
Corporate political activity: A review and research agenda
AJ Hillman, GD Keim, D Schuler
Journal of management 30 (6), 837-857, 2004
Organizational predictors of women on corporate boards
AJ Hillman, C Shropshire, AA Cannella Jr
Academy of management journal 50 (4), 941-952, 2007
Women and racial minorities in the boardroom: How do directors differ?
AJ Hillman, AA Cannella Jr, IC Harris
Journal of management 28 (6), 747-763, 2002
Politicians on the board of directors: Do connections affect the bottom line?
AJ Hillman
Journal of management 31 (3), 464-481, 2005
The effect of board capital and CEO power on strategic change
KT Haynes, A Hillman
Strategic management journal 31 (11), 1145-1163, 2010
Board composition from adolescence to maturity: A multitheoretic view
MD Lynall, BR Golden, AJ Hillman
Academy of management review 28 (3), 416-431, 2003
Corporate political strategies and firm performance: indications of firm‐specific benefits from personal service in the US government
AJ Hillman, A Zardkoohi, L Bierman
Strategic management journal 20 (1), 67-81, 1999
Three lenses on the multinational enterprise: Politics, corruption, and corporate social responsibility
P Rodriguez, DS Siegel, A Hillman, L Eden
Journal of international business studies 37, 733-746, 2006
The attractiveness of political markets: Implications for firm strategy
JP Bonardi, AJ Hillman, GD Keim
Academy of Management Review 30 (2), 397-413, 2005
Investor activism, managerial responsiveness, and corporate social performance
P David, M Bloom, AJ Hillman
Strategic Management Journal 28 (1), 91-100, 2007
The determinants of MNE subsidiaries' political strategies: Evidence of institutional duality
AJ Hillman, WP Wan
Journal of International Business Studies 36, 322-340, 2005
Former government officials as outside directors: The role of human and social capital
RH Lester, A Hillman, A Zardkoohi, AA Cannella Jr
Academy of Management Journal 51 (5), 999-1013, 2008
International variation in the business-government interface: Institutional and organizational considerations
A Hillman, G Keim
Academy of management review 20 (1), 193-214, 1995
Directors' multiple identities, identification, and board monitoring and resource provision
AJ Hillman, G Nicholson, C Shropshire
Organization Science 19 (3), 441-456, 2008
Board composition and stakeholder performance: Do stakeholder directors make a difference?
AJ Hillman, GD Keim, RA Luce
Business & Society 40 (3), 295-314, 2001
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Статии 1–20