Aaron Hill
Associate Professor | University of Florida
Gainesville, FL, UNITED STATES
Aaron Hill's research focuses on strategic leadership and governance of executives and politicians.
Biography
Aaron D. Hill is an associate professor in the Management Department of the Warrington College of Business at the University of Florida. His research focuses on strategic leadership and governance, examining what drives strategic leaders like executives and politicians to act as well as the ultimate implications of these individuals for organizational outcomes. Aaron’s research has been published in outlets such as the Academy of Management Journal, Strategic Management Journal, and Journal of Management, among others. Aaron is an active member of professional organizations dedicated to the field of management, including the Academy of Management, Strategic Management Society, and Southern Management Association.
Areas of Expertise (6)
Firm-Political Interface (campaign contributions, lobbying, stock investments)
Boards of Directors
Executive Compensation
Ceos
Executives
Executive Selection
Media Appearances (1)
Congress Won’t Stop Trading Stocks
Sludge online
2021-07-27
Sludge spoke with Aaron Hill, associate professor in the Department of Management at the Warrington College of Business, and Jason Ridge, professor of strategy in the Sam M. Walton College of Business at the University of Arkansas, about the conflicts of congressional stock trades and what could be done to address the situation.
Articles (3)
Unpacking Firm External Dependence: How Government Contract Dependence Affects Firm Investments and Market Performance
Academy of ManagementMirzokhidjon Abdurakhmonov, et al.
2021-08-18
This paper advances resource dependence theory (RDT) by answering calls for theorizing on both how being dependent on external entities for resources affects firms and the heterogeneous nature of such dependencies. This paper theorizes how internal firm dynamics and performance are affected by resource dependence by integrating resource orchestration (RO) into RDT. Building on RO, this paper argues that as the degree to which a firm is dependent upon a single source of revenue increases.
Too Hot to Handle and Too Valuable to Drop: An Expanded Conceptualization of Firms’ Reactions to Exchange Partner Misconduct
Academy of ManagementMichael Nalick, et al.
2020-12-09
Multiple theories addressing firms’ reactions to exchange partner misconduct coalesce to depict a trade-off. On the one hand, maintaining commitments to transgressors poses negative spillover risks, so theories posit firms are more likely to avoid such risks by ending commitments as negative spillover rises. On the other hand, exchange relationships often create embedded value, so theorizing also posits firms are more likely to avoid risking loss by maintaining commitments as relationships are more embedded.
Endogeneity: A Review and Agenda for the Methodology-Practice Divide Affecting Micro and Macro Research
Journal of ManagementAaron D. Hill, et al.
2020-10-14
An expanding number of methodological resources, reviews, and commentaries both highlight endogeneity as a threat to causal claims in management research and note that practices for addressing endogeneity in empirical work frequently diverge from the recommendations of the methodological literature. We aim to bridge this divergence, helping both macro and micro researchers understand fundamental endogeneity concepts.
