Amy J. Hillman

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S cholars and practitioners are interested in board effectiveness, yet we know relatively little about directors' engagement in the boardroom. We integrate identity theory and social identity theory research with literature on board monitoring and resource provision to model how directors' multiple identities affect their behavior. We propose that(More)
COURSE DESCRIPTION This multidisciplinary Ph.D. course will study the role of corporations in the political process. Topics will include integrated strategy, political risk, the returns to political activity, and corporate social responsibility. Readings will be drawn from the management, economics, finance, and political science literatures. In this(More)
Dyreng et al. (2008) find considerable variation in cash ETRs both across and within industries. One possible explanation for this phenomenon is that firms (and/or industries) have varying degrees of success via the political process (Zimmerman 1983). Corporations develop political strategies that allow them to compete in the public policy arena. We test(More)
We study relationships between shareholder proposal activism, managerial response, and corporate social performance (CSP). We find that shareholder proposal activism reduces CSP. We infer that rather than pressuring firms to improve CSP, activism may engender diversion of resources away from CSP into political activities used by managers to resist external(More)
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