Ph.D., Virginia Polytechnic Institute; M.A., Virginia Polytechnic Institute; B.S., University of Delaware
Organizational entrepreneurship, especially learning why some existing organizations are more successful than others at responding to changing environmental opportunities and threats. The interaction of business firms with their institutional environments (political, social, and economic) in advanced and developing countries
Keim has worked with the staffs of major corporations and associations including the Atlantic Richfield Co., Bayer, Conoco, Centel, Edison Electric Institute, Exxon USA, Glaxo, Manville Corporation, Middle South Utilities, Pacific Gas and Electric Company, Pfizer, Inc., Pharmaceutical Manufacturers Association, Sears, Roebuck & Co., Standard Oil of Ohio, State Farm Insurance, The Southern Co., and The Business Roundtable.
Arizona State University: 2001-present. Previous Appointments: University of Western Ontario, Johannes Kepler University, Texas A&M University, Stanford University
Career and Professional Awards; Teaching Awards
Best Paper Award in 2009, from the Journal of Management for "Corporate Political Activity: A Review and Research Agenda," JOM 2004, with D. Schuler and A. Hillman.
Best Article Award in 2005 from the International Association of Business and Society (IABS) for "The Attractiveness of Political Markets: Implications for Firm Strategy," Academy of Management Review, J.P. Bonardi, A. Hillman, G. Keim.
W. Teets Award, Outstanding Graduate Teacher, ASU, 2004; Dean's Commendation for MBA teaching, Ivey Business School, 2000; MBA Core Faculty Teaching Award, Texas A&M University, 1998
At Large Representative of Entrepreneurship and Strategy Interest Group, Strategic Management Society, 2003-2005. Chair, Social Issues in Management Division, AOM Best Paper committee, 2003-2004. Editorial Review Board, Journal of Public Affairs, 1999-present; Reviewer: The Academy of Management Journal, The Academy of Management Review, The Administrative Science Quarterly
“Political Environments and Business Strategy: Implications for Managers”, Gerry Keim and Amy Hillman, in Business Horizons, Journal of the Kelley School of Business at Indiana University, January-February 2008, Volume 51, Number 1, 47-53.
“Managing Business Political Advocacy in the United States: Opportunities for Improved Effectiveness” in The Handbook of Corporate Public Affairs, ed. P. Harris and C. Fleisher, Sage. 2005, 418-433
"Corporate Political Strategies for Widely Salient Issues," J. P. Bonardi and G. Keim. Academy of Management Review. July 2005, Vol. 30, No. 3, 555-576.
"Competition in the Political Marketplace: Implications for Firm Strategy," J.P. Bonardi, A. Hillman, G. Keim. Academy of Management Review, April 2005, Vol. 30, No. 2, 397-413.
"Corporate Political Strategies: A Review and Research Agenda," A. Hillman, G. Keim, D. Schuler. Journal of Management, December 2004.