| Shareholder value, stakeholder management, and social issues: what's the bottom line? AJ Hillman, GD Keim Strategic management journal 22 (2), 125-139, 2001 | 5752 | 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 | 5217 | 2003 |
| Resource dependence theory: A review AJ Hillman, MC Withers, BJ Collins Journal of management 35 (6), 1404-1427, 2009 | 3917 | 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 | 2599 | 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 | 2247 | 1999 |
| Corporate political activity: A review and research agenda AJ Hillman, GD Keim, D Schuler Journal of management 30 (6), 837-857, 2004 | 1811 | 2004 |
| Organizational predictors of women on corporate boards AJ Hillman, C Shropshire, AA Cannella Jr Academy of management journal 50 (4), 941-952, 2007 | 1610 | 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 | 1263 | 2002 |
| Politicians on the board of directors: Do connections affect the bottom line? AJ Hillman Journal of management 31 (3), 464-481, 2005 | 1198 | 2005 |
| The effect of board capital and CEO power on strategic change KT Haynes, A Hillman Strategic management journal 31 (11), 1145-1163, 2010 | 999 | 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 | 894 | 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 | 878 | 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 | 765 | 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 | 657 | 2005 |
| Investor activism, managerial responsiveness, and corporate social performance P David, M Bloom, AJ Hillman Strategic Management Journal 28 (1), 91-100, 2007 | 650 | 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 | 608 | 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 | 539 | 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 | 500 | 1995 |
| Directors' multiple identities, identification, and board monitoring and resource provision AJ Hillman, G Nicholson, C Shropshire Organization Science 19 (3), 441-456, 2008 | 482 | 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 | 456 | 2001 |
gerald keimEmeritus Professor of Management, Arizona State UniversityVerified email at asu.edu
