Amy J. Hillman

TL;DR: In this article, the authors test the relationship between shareholders' value, stakeholder management, and social issue participation and find that, while the latter is positively associated with shareholders' wealth, the former is negatively associated with their value.

TL;DR: The authors argue that board capital affects both board monitoring and the provision of resources and that board incentives moderate these relationships, arguing that board's incentives moderate the relationship between monitoring and resource dependence.

TL;DR: In this article, the authors assess the conceptual development, empirical research, and application of resource dependence theory (RDT) and structure their review around the five options that Pfeffer and Salancik propose firms can enact to minimize environmental dependences: (a) mergers/vertical integration, (b) joint ventures and other interorganizational relationships, (c) boards of directors, (d) political action, and (e) executive succession.

TL;DR: The authors examined the resource dependence role of corporate directors and posits that the widely used insider/outsider categorizations do not adequately capture this role of directors, and presented a taxonomy of directors specifically for studying the role of resource dependence.

TL;DR: In this paper, the authors present a taxonomy of political strategies and identify firm and institutional variables that affect the likelihood of making specific decisions within a decision-tree model of political strategy formulation that integrates and extends prior diffused work.