arizona state university phd management

Doctor of Professional Practice in Global Leadership and Management

The world needs a new brand of leaders and managers who can navigate the complex systemic and cross-sectoral dynamics of the Fourth Industrial Revolution to develop new strategies, structures, relationships and solutions to address these increasingly pressing challenges.  Thunderbird School of Global Management has developed a unique and first of its kind program, the  Doctor of Professional Practice (DPP)  in Global Leadership and Management. Designed to prepare practitioners who are responsive to the opportunities and challenges presented by this unprecedented time of rapid disruption, this program prepares leaders from across industries and sectors and is available online from anywhere in the world. ASU Sync provides students with technology-enhanced, fully interactive remote learning with classes delivered online. This format provides working professionals the greatest convenience and flexibility while still benefiting from the live delivery of courses provided by Thunderbird’s world-class faculty.

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Minimum years of experience

Doctor of professional practice (dpp), who should attend.

• Organization and industry practitioners seeking to develop their leadership and management capabilities for the Fourth Industrial Revolution and Anthropocene Epoch to help organizations transform.
• Individuals serving as faculty or trainers in organizations and institutions seeking to advance the development of their leadership and management knowledge application and expertise.

Core curriculum

This program will offer opportunities for integrating and customizing the course of study depending on student objectives. The 60-credit program includes 45 credits from DPP courses and 15 transfer credits obtained through a Masters' degree. Of these 45 DPP course credits, 18 come from required Thunderbird core courses, 6 hours from graduate-level electives with DPP Faculty and other ASU unit approval, 18 credit hours of required research courses, as well as 3 credit hours of a required culminating experience. The program will use synchronous approaches, including pro-seminars, colloquia, and flipped classroom delivery, with asynchronous content discussion and application. 

2023-24 Program calendar

Class schedule, financial aid and costs.

There are many different options available to help you finance your education at Thunderbird. More than 96% of Thunderbird students receive financial assistance through loans, scholarships, or other awards. Arizona State University's Financial Aid team works with you hand-in-hand to find the financing solutions for your unique situation. 

Scholarships are available for this program. 

Program costs

Over 96% of Thunderbird students receive financial assistance.

Information Sessions

Dpp information session.

Program FAQ

This program is not eligible for F1 visa issuance. 

The DPP’s ASU Sync is delivered fully online with synchronous classes held every other Friday, Saturday and Sundays. Classes are not held in person.

Graduates of Thunderbird’s Doctorate of Professional Practice will not receive a Ph.D. 

No, ASU sync does not provide grant for F1 visa.

ASU Sync provides students with technology-enhanced, fully interactive remote learning with classes delivered live online. This format provides working professionals the greatest convenience and flexibility while still benefiting from the live delivery of courses by Thunderbird's world-class faculty. 

Application requirements

• Graduate admissions application and application fee
• Personal statement
• Official transcripts
• Professional resume
• Two letters of recommendation 
• Select interview(s) with Thunderbird faculty and staff
• Proof of English proficiency
• Applicants to the DPP program are expected to have earned an accredited master’s degree. Exceptional individuals with a bachelor’s degree may also be considered.
• Applicants should possess a global perspective and a desire for an applied focus in their program. This information should be reflected in their application personal statement.
• Eight years of senior-level work experience is preferred for admission to the program. This information should be reflected in the applicant's professional resume.
• Although students holding degrees in any field may be accepted, all applications are reviewed to ensure that students have the optimal academic background required to be productive in the program. Deficiency courses may be added if the committee deems this necessary for student success.

* 15 credit hours from an accredited masters program, graduate certificate, or graduate level course work are required and must be approved as part of acceptance into the program.

Applicants are required to meet certain English proficiency standards for acceptance. If your English proficiency scores are below acceptance standards, you may be required to take pre-degree English instruction to ensure you meet the level of English proficiency needed to succeed in your graduate studies.  Learn more.  View the minimum and direct entry scores  here.

Application deadlines

The DPP offers three application deadlines. Applicants are encouraged to apply by the priority decision deadline of January 30 in order to receive priority admission and scholarship consideration. Two additional deadlines are offered as well.

Sanjeev Khagram

Mary Teagarden

Mary Sully de Luque

Mansour Javidan

Seigyoung Auh

Glenn Edens

Kannan Ramaswamy

Charla Griffy-Brown

Apply to this program, why thunderbird for a degree.

Thunderbird is a global network of future-ready leaders, managers, entrepreneurs, and intrapreneurs innovating across the private and public sectors to advance inclusive and sustainable prosperity worldwide.

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Construction Management (MS/PhD)

Degree options

• Construction management and technology, MS
• Construction management, PhD

Construction management professionals combine knowledge of innovative technologies, construction principles and business management to lead a wide variety of construction projects from residential and commercial buildings to infrastructure projects such as roads, bridges and large facilities.

Our program teaches students to organize, lead and manage the building process. With new technologies and opportunities, construction executives have large responsibilities and impact daily lives.

The Construction Management program at ASU began over 50 years ago to serve the construction industry of Arizona and the Southwest. In addition to being part of a highly-regarded degree program, you will benefit from our established ties to industry, a strong alumni network, access to internships and professional student organizations.

Our program teaches you to organize, lead and manage the building process. With new technologies and opportunities, construction executives have great responsibilities that impact lives daily through the built environment.

For the Construction Management Online Program,  Visit ASU Online .

Looking for Facility Management? That is offered for graduate studies only.

Our graduates pursue a wide variety of careers in construction companies such as project managers, estimators, planners, schedulers and project engineers, or work for owners/developers such as facility or project managers.

We are rewriting the way educational programs incorporate sustainable engineering planning, design and construction processes. Our unique blend of civil and environmental, construction engineering and construction management programs—coupled with a focus on sustainable engineering—enables us to train students who can impact the entire lifecycle of the built environment, from planning to design to construction.

Pursuing an advanced degree with us, you can:

• analyze complex urban systems that involve quantification of risk and uncertainty in engineering design and construction
• develop green technologies from novel materials, biotechnological approaches to carbon and nitrogen cycle management and design for disassembly of urban infrastructure
• apply sustainable practices in all areas of urban infrastructure through partnerships with industry and municipal governments—water resources and treatment, geotechnical management, transportation materials and analysis of transportation systems, novel composite materials, green building techniques, building information modeling and computational approaches to design

Graduate degrees

Finish two degrees faster by combining advanced undergraduate and graduate coursework during your senior year as part of the Accelerated Master’s program.

Graduate Applications

Priority applications dates for our PhD programs: July 1 for spring semester admission January 1 for fall semester admission

Master’s degree applicants must apply by March 1 for fall semester October 1 for spring semester

Learn more about Graduate Application

Online Applications

Online applications are made through ASU’s Graduate College and not directly to the School of Sustainable Engineering and the Built Environment.

Download the graduate programs brochure

Teaching and Research Assistantships

SSEBE Advising Office

Construction Management Programs

The graduate degree programs at Del E. Webb School of Construction (DEWSC) offer opportunities for study beyond the bachelor’s degree in one of two areas: construction management or facility management . Studies may lead to the degrees of Master of Science (MS) and Doctor of Philosophy (PhD). If an admitted student does not have an undergraduate degree in construction or facility management, they may be assigned deficiency courses specific to their specialty area. Students must earn a grade of “B” or better in each deficiency course.

MS Construction Management & Technology Manual

Graduate study, particularly that leading to the PhD, has as a goal of ensuring independent scholarship, originality, and competence in research. Research opportunities are available in a broad spectrum of subjects encompassing traditional as well as new specialties. The DEWSC faculty is engaged in significant research in the following areas:

• Alternative project delivery methods
• Front end planning
• Asset management
• Cleanroom construction
• Computer applications in construction
• Concrete construction
• Facilities Administration
• Operations & Maintenance
• Building Energy Management
• Leadership and management
• Trenchless construction methods
• Performance information procurement systems
• Productivity
• Residential construction
• Safety and risk
• Sustainable development

Additional Requirements

The program curriculum expects that Applicants will have a proficiency in the following subjects:  PreCalc Math, Physics, Strength of Materials, Estimating, Scheduling, Contracts, and Computer Applications in Construction.

If an Applicant does not have adequate proficiency in one or more of the aforementioned subjects, the department and university offers courses in which the student can enroll to gain proficiency while concurrently enrolled in and pursuing courses for the graduate degree program.  If necessary, the program chair will determine which proficiencies are required for each Applicant with consideration of their prior degree(s) and relevant work experience.

Degrees offered

Construction Management, MS

Construction Management, PhD

Ira A. Fulton Schools of Engineering

Location Tempe

Catalog Description

Catalog (Masters)

Catalog (PhD)

Application requirements

While each of ASU’s graduate programs has unique admission standards, ASU has set minimum standards for admission to master’s, certificate and doctoral programs.

Admission Standards

Affording college

Scholarships Find and apply for scholarships at ASU

Be sure to check out Fulton Schools’ scholarships available to both new and continuing students

Financial Aid ASU has many financial aid options. Almost everyone, regardless of income, can qualify for some form of financial aid. In fact, more than 70 percent of all ASU students receive some form of financial assistance every year.

The Del E. Webb School of Construction’s online Master of Science in construction management is designed to meet the growing need for professionals with advanced technical, management and applied research skills.

With a focus on construction and facility management, this program supports your career goals related to the maintenance, operation, renovation or decommissioning of existing facilities and helps you achieve upper-level management positions in various sectors of the construction industry.

Visit ASU Online to learn more

PhD in Management

Master the field of management today. And help shape its tomorrow.

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With its outstanding faculty and leading research labs and centers, the doctoral program in management puts you on the path to a bright future in research and academics.

Admitting just a few PhD students each year, we ensure you’ll have every opportunity to work with management and organizational behavior faculty and develop the essential research and publication skills you need.

The Program

Program essentials.

This full-time doctoral program is interdisciplinary and draws heavily from the fields of psychology, sociology, management and behavioral sciences. You’ll develop a true mastery of each topic within your area of study and build a foundation in theory, research design and methodology. And you’ll gain the teaching skills to succeed in your future academic career.

Explore the program

Plan of Study

You’ll earn 36 units in your major field, 12 units in your minor field and 18 units of dissertation credit over the course of your program. A master’s project will fall in years one and two, with comprehensive exams generally taking place after year two or three. You’ll also teach one full semester-long course to undergraduate students.

Explore the Plan of Study

This program has given me pause to think about what type of leader I am. My classes are challenging me to stop thinking myopically about issues and to start looking for bigger trends in why certain problems arise or exist. Looking back on my career now, I am ready to stop being the leader I think an organization needs and to start being the leader that is true to my personal strengths.

Jeff Larson '23 PhD (Management)

Six Questions with Tamar Kugler Associate Professor of Management and Organizations

Human decision making is not only interesting, but also quite non-intuitive. I therefore spend less time talking in class, and more time engaging the student in decision tasks that demonstrate their own tendencies for decision biases.

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Doctoral Admissions Process

Applicants need to complete an online application and should fulfill minimum requirements including a 3.0 undergraduate GPA or higher, a bachelor’s degree, solid math proficiency and a GRE or GMAT score in the upper 85th percentile.

View Admissions PRocess

Management PhD students receive funding to cover the cost of tuition. Students also typically receive a research assistantship stipend which starts around $20,000 per year.

View Funding Information

Application Deadline

December 15: Application Deadline (Domestic and International)

Doctoral students are admitted only in the fall semester, and all application materials must be submitted online.

By focusing on research during your time in our doctoral program, you’ll be able to successfully compete in the academic job marketplace upon graduation. Our supportive faculty are known for their exceptional research productivity, and facilities like the Organizational Behavior Laboratory will be available for your research use.

Explore Research

Our faculty work hard to prepare each doctoral candidate to thrive in their academic careers, and the collaboration pays off. Our doctoral alumni have landed exciting jobs around the world, including teaching and research positions at top academic institutions such as Hofstra University, the University of Washington and University of North Carolina.

Explore Placement

Management Faculty

The Management and Organizations Department is proud to be the home of some of the nation’s leading management faculty and researchers. Our 1:2 student-to-faculty ratio means each doctoral student has the support and mentorship to thrive and push themselves academically. Get to know our exceptional faculty and read their recent publications.

Explore Faculty

Start Your Journey to the Top of Your Field

Small class sizes. A great faculty-to-doctoral-student ratio. Incredible research resources. A stellar track record. And you.

Contact us with any questions , or if you're ready to apply to the Eller Doctoral Program in Management, just click below. We look forward to making breakthroughs together.

Public Administration and Policy, PhD

Phd program.

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The Doctor of Philosophy (PhD) in Public Administration and Policy is a cohort-based program that prepares students to conduct theoretically informed research through the application of social science methods that build knowledge and inform public action. Most students in the PhD program are interested in academic careers, although some find work as researchers at think tanks, government agencies and nonprofit organizations. The PhD degree is designed for students who are committed to a four-year, full-time degree.

The PhD program supports all full-time students financially during the first three years of study – funding includes tuition, benefits and stipend. Students have many options to fund their final year of study through teaching, fellowships or research projects. Throughout their degree, students work directly with nationally distinguished faculty on research activity with the expectation that students contribute intellectually both to the PhD program and to the academic community through presentations at national conferences and publication of journal articles. 

Our goal is to provide a stimulating and collegial academic environment where students learn to formulate compelling research questions, develop analytical skills to rigorously address them and produce high-quality academic work that contributes to the field.  All students gain nationally recognized qualifications in core knowledge in public administration and policy as well as in an area of research specialization. In their fourth year, students also have opportunities to teach in the undergraduate programs, if desired. PhD graduates are able to compete nationally and internationally for coveted entry positions that require both teaching and research experience.

Applicants are admitted for the fall only and should generally have a Master’s degree before enrollment, though exceptional applicants with only a Bachelor’s degree may also be considered. 

Specializations include:

• Civil Society & Civic Engagement 
• Energy and Environment Policy & Management
• Governance & Urban Affairs
• Information Technology & Policy Informatics
• Public Finance, Budgeting, & Economics
• Public Management
• Science, Technology & Innovation
• Social & Education Policy

Application

The application deadline is January 6, 2025.

Applicants are admitted for fall only.   More on the application process .

View our PhD Promotional Video

View the phd new student guide.

Attend graduate school at ASU

Graduate students.

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Why graduate students choose ASU

Our graduate students report that they choose ASU because of the quality of our graduate degrees, the close attention they receive from faculty mentors, and the opportunity to advance their career and deepen their knowledge.

Additional graduate resources

Schedule time with your graduate representative .

Meet with your graduate representative via campus visit, scheduled appointment or in-person events. Learn more about studying at ASU and get all of your questions answered. 

Schedule an appointment    Graduate student events    Visit campus

Frequently asked questions about graduate school at ASU

Should I attend grad school?

Graduate school can be a smart option to help secure or advance your career. On average, people with a graduate degree earn more money than students with a bachelor’s degree, and have a lower rate of unemployment.

What is the graduate admission process?

When you decide on a program, complete the admission application, pay the application fee, and send your transcripts and support materials. See complete details on all these steps .

What are the requirements to attend graduate school?

You must first meet minimum university admission requirements. Each graduate degree program has its own admission standards, which may exceed university admission requirements. See your program of choice in Degree Search for its admission requirements.

What is the cost to attend graduate school?

The cost of a graduate degree varies based on several factors, including your residency status and the degree you are pursuing. Use ASU’s tuition estimator to get a good idea of what you would pay for your desired degree program.

View more FAQs

Amy Hillman

• [email protected]
• 480-965-3402
• BA 367 D Tempe, AZ 85287
• Mail code: 4006 Campus: Tempe

Dr. Amy Hillman is the Rusty Lyon Chair of Strategy and former Dean of the W. P. Carey School of Business at Arizona State University. She received her PhD from Texas A&M University in Strategic Management and Business and Public Policy in 1996 and was inducted Outstanding Doctoral Alumni from her alma mater in 2008. She also received the Outstanding Educator Award from the Academy of Management in 2018. Her areas of interest include corporate political strategies, boards of directors, and corporate strategy. Her research includes over 30 peer-reviewed articles published in leading journals such as Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Organization Science, and Administrative Science Quarterly. She was elected a Fellow of the Academy of Management in 2014, is a Founding Fellow of the International Corporate Governance Society and elected a Fellow of the Strategic Management Society in 2020. She is former Editor of Academy of Management Review and a former Associate Editor of Academy of Management Journal. She also serves or has served on the Editorial Review Boards of the Academy of Management Journal, Strategic Management Journal, Journal of Management, Academy of Management Learning & Education, Business Horizons, and Journal of International Business Studies. She has received six outstanding reviewer awards from these journals. In addition to her service to the profession through editorial roles, Amy is currently Vice President Elect and Program Chair of the Academy of Management and has served the Business Policy & Strategy division of the Academy of Management as Co-Chair, Mid-Career Consortia, Co-Chair, New Faculty Consortia, and on the Executive and Research Committees. She has served the Social Issues in Management division of the same organization as Best Paper Committee Chair and served the Strategic Management Society on the Best Paper Committee. Amy joined ASU in June 2001. An award-winning undergraduate, MBA and doctoral teacher, she previously taught at the Ivey Business School at The University of Western Ontario, the Broad Business School at Michigan State University and the Mays College of Business at Texas A&M University. In addition, she has spent several summers as a guest professor at the Institute for International Management at Johannes Kepler University in Linz, Austria, and taught during her doctoral program at her undergraduate alma mater Trinity University. She has also published seven teaching cases used in classrooms around the world. Prior to joining academia, Amy was general manager of a retailing and manufacturing organization in the Southwest United States. Amy serves as Chair of Nomination/ Governance on the board of publicly traded CDK Global and family owned Basha’s, she previously served on the independent governance committee of Amerco, parent company of U-Haul International and has served or continues to serve on three non-profit boards.

• Ph.D. Strategic Management and Business and Public Policy, Texas A&M University 1996
• M.B.A.University of the Incarnate Word 1991
• B.A. Trinity University 1987

How linkages between firms and external contingencies improve financial performance, boards of directors, corporate political strategies. 

Howard, M., Withers, M., Carnes, C. & Hillman, A. In Press. Friends or strangers? It all depends on context: A replication and extension of Beckman, Haunschild and Phillips (2004). Strategic Management Journal .

Sun, P., Hu, H. & Hillman, A. 2016. The dark side of board political capital: Enabling blockholder rent appropriation in emerging economies. Academy of Management Journal , 59: 1-22.

Zhu, H.D., Shen, W. & Hillman, A. 2014. Recategorization: New directors who have different backgrounds from incumbents and their subsequent positions on boards. Administrative Science Quarterly , 59: 240-270.

Withers, M., Corley, K. & Hillman, A. 2012. Stay or leave? Director identities and voluntary exit from the board during organizational crisis. Organization Science, 23: 835-850.

Withers, M., Cannella, A., & Hillman, A. 2012. A multidisciplinary review of the director selection literature. Journal of Management , 38: 243-277.

Hillman, A., Shropshire, C., Certo, T. Dalton, C. & Dalton, D. 2011. What I like about you: Director characteristics and shareholder approval. Organization Science , 22: 675-688.  Also published in, 2008 Best Paper Proceedings Academy of Management .

Haynes, K. & Hillman, A. 2010. The effect of board capital and CEO power on strategic resource allocation. Strategic Management Journal , 31: 1145-1163.

Hillman, A., Withers, M. & Collins, B. 2009. Resource dependence theory: A review. Journal of Management , 35: 1404-1427. Finalist, Scholarly Impact Award, 2014.

Lester, R., Hillman, A., Cannella, A. & Zardkoohi, A. 2008. Former government officials as outside directors: The role of human and social capital. Academy of Management Journal , 51: 999-1013.

Hillman, A., Nicholson, G. & Shropshire, C. 2008. Directors’ Multiple identities, identification and board monitoring and resource provision. Organization Science, 19: 441-456. Also published in 2006 Academy of Management Best Paper Proceedings .

Keim, G. & Hillman, A. 2008. Political environments and business strategy: Implications for managers. Business Horizons , 51:1, 47-54.

Hillman, A., Shropshire, C. & Cannella, A. 2007. Organizational predictors of women on corporate boards. Academy of Management Journal , 50: 941-952.

David, P., Bloom, M. & Hillman, A. 2007. Investor activism, managerial responsiveness and corporate social performance. Strategic Management Journal , 28: 91-100.

Shropshire, C. & Hillman, A. 2006. A longitudinal examination of significant change in stakeholder management. Business & Society , 46: 63-87. Also in 2006 Academy of Management Best Paper Proceedings .

Hillman, A. & Wan, W. 2005. The determinants of MNE subsidiaries’ political strategies: Evidence of institutional duality. Journal of International Business Studies , 36: 322-340.

Wan, W. & Hillman, A. 2005. One of these things is not like the other: What contributes to dissimilarity among MNE subsidiaries’ political strategies? Management International Review .

Hillman, A. 2005. Politicians on the board: Do connections affect the bottom line?  Journal of Management , 31: 464-481.

Bonardi, J., Hillman, A. & Keim, G. 2005. The attractiveness of political markets: Implications for firm strategy. Academy of Management Review , 30: 397-413.

Hillman, A., Keim, G., & Schuler, D. 2004. Corporate political strategies: A review and research agenda. Journal of Management , 30: 837-857.

Hillman, A. 2003. Determinants of political strategies in U.S. multinationals. Business & Society . 42: 455-484.

Hillman, A. & Dalziel, T. 2003. Boards of directors and firm performance: Integrating agency and resource-dependence perspectives. Academy of Management Review . 28: 383-396.

Lynall, M., Golden, B. & Hillman, A. 2003. Board composition from adolescence to maturity: A multi-theoretic view. Academy of Management Review . 28: 416-431.

Hillman, A., Cannella, A. & Harris, I. 2002. Women and racial minorities in the boardroom: How do directors differ? Journal of Management .28: 747-763.

Hillman, A. 2002. Public affairs, issue management and political strategy: Methodological approaches that count- A different view.  Journal of Public Affairs . 1: 356-361.

Luce, R., Barber, A. & Hillman, A. 2001. Good deeds and misdeeds: A mediated model of the effect of corporate social performance on organizational attractiveness. Business & Society , 40: 397-415.

Hillman, A., Keim, G., & Luce, R. 2001. Board composition and stakeholder performance: Do stakeholder directors make a difference? Business & Society. 40: 295-314.

Hillman, A. & Keim, G.  2001. Stakeholder management, social issues, and financial performance: What’s the bottom line? Strategic Management Journal. 22: 125-139.

Bellinger, L. & Hillman. A. 2000. Does tolerance lead to better partnering? The relationship between diversity management and M&A success.  Business & Society , 39: 323-337.

Shaffer, B. & Hillman, A. 2000. The development of business-government strategies in diversified firms. Strategic Management Journal . 21: 175-190.

Hillman, A., Cannella, A., & Paetzold, R. 2000. The resource dependence role of corporate directors: Strategic adaptation of board composition in response to environmental change. Journal of Management Studies , 37(2): 235-255. Reprinted in Theories of Corporate Governance: The Philosophical Foundations of Corporate Governance (2004), edited by Thomas Clarke, London: Routledge, pp. 138-148.

Hillman, A. & Hitt, M. 1999. Corporate political strategy formulation: A model of approach, participation, and strategy decisions. Academy of Management Review, 24: 825-842 .

Hillman, A., Zardkoohi, A., & Bierman, L. 1999.  Corporate political strategies and firm performance: An indication of firm-specific benefits from personal service in the U.S. government.  Strategic Management Journal, 20: 67-82.

Hillman, A. & Keim, G. 1995. International variation in the business-government    interface: institutional and organizational considerations.   Academy of Management Review, 20: 193-214.

2024 Summer

2024 spring, 2023 summer, 2023 spring, 2022 summer, 2022 spring, 2021 summer, 2021 spring, 2020 summer, 2020 spring, 2019 summer, 2019 spring.

• Founding Fellow, International Corporate Governance Society, 2014
• Elected Fellow of the Academy of Management, 2014
• Finalist, Journal of Management Scholarly Impact Award, 2014
• Rusty Lyon Chair of Strategy, ASU 2010
• Max D. Richards Distinguished Speaker, Penn State University, 2010
• Outstanding Graduate Alumni, Mays School of Business, Texas A&M University, 2008
• Jerry & Mary Ann Chapman Professor of Management, ASU 2006
• Dean’s Council of 100 Distinguished Scholar, Arizona State University, 2004.
• Outstanding Reviewer Strategic Management Journal , 2007.          
• Outstanding Reviewer Academy of Management Journal . 2015, 2004, 2003, 2001.
• Outstanding Reviewer BPS Division, Academy of Management, 2006, 2005, 2004, 2003, 2002, 2000, 1999, 1995.
• Outstanding Reviewer SIM Division, Academy of Management. 2006, 2004, 2003, 2002.
• IABS Best Paper of 2005, Awarded by IABS membership, 2006
• Best Paper Nominee,   SIM Division, Academy of Management, 2006.
• Lincoln Center for Ethics Grant, Arizona State University, Summer 2003.
• J.J. Wettlaufer Research Fellow, University of Western Ontario. 2000-2001.
• Best Paper Nominee, Strategic Management Society Conference. 1999.
• Sloan Foundation Grant, “Redefining the Corporation” 1997.
• George Kunze Prize for Outstanding Graduate Research, Texas A&M University, 1996.    
• Research Stipend, Center for International Business Education and Research, Texas A&M University, 1995 & 1996.
• Scholarship Recipient  Women’s Faculty Network, Texas A&M University. 1995.                         

Teaching Awards:

Arizona State University                    

• 2008 John W. Teets Teaching Award for Outstanding Graduate Instructor
• Outstanding Teaching Award, MBA & Masters 2008
• Outstanding Professor Award, Doctoral Program 2008        
• Outstanding Professor Award, MBA for Executives 2002.

University of Western Ontario           

• 1 of 5 University-Wide Nominees, University Student Council Award for Excellence in Undergraduate Teaching. 2001
• University Student Council Teaching Award of Excellence, And Dean’s Commendation for MBA Teaching. 2000.

Michigan State University                  

• MBA Teaching Excellence Award. 1999.
• Voted One of Most Popular Professors, Business Week’s Ranking of MBA Program Faculty. 1998.
• MBA Course voted “Most valuable” by recent graduates. 1997.

Texas A&M University                     

• Outstanding Graduate Assistant Teaching Award Association of Former Students. 1996.
• Editor  Academy of Management Review , July 2008-December, 2011
• Associate Editor Academy of Management Journal , July, 2004-December, 2007
• Editorial Board Member Academy of Management Journal 1999-2008; 2011- 2016
• Academy of Management Review, 2014-2017
• Strategic Management Journal 2000- 2014
• Academy of Management Learning & Education, 2010-2013
• Journal of Management 2002-2004
• Journal of International Business Studies 2002- 2003
• Business Horizons, 2005-2011 .
• Guest Editor Journal of International Business Studies , 2006.
• Academy of Management Journal, 2000-2001

In addition to her service to the profession through editorial roles, Professor Hillman has served the Business Policy & Strategy division of the Academy of Management as Co-Chair, Mid-Career Consortia, Co-Chair, New Faculty Consortia, and on the Executive and Research Committees. She has served the Social Issues in Management division of the same organization as Best Paper Committee Chair and served the Strategic Management Society on the Best Paper Committee.

• Dean, Arizona State University, W. P. Carey School of Business, 2013-Present. • Executive Dean, Arizona State University, W. P. Carey School of Business, 2009- 2013. • Chair, Department of Management, 2007-2010. • Rusty Lyon Chair of Strategy, 2010- Present. • Jerry and Mary Anne Chapman Professor of Business, 2006-2010. • Dean’s Council of 100 Distinguished Scholar 2004-2007 • Professor, Arizona State University, W. P. Carey School of Business, Department of Management, Tempe, AZ. 2001- Present. Associate 2001, Professor 2006. • Assistant Professor, University of Western Ontario, Richard Ivey School of Business, London, ON, Canada. 1999-2001. • Assistant Professor, Michigan State University, Eli Broad College of Business, Department of Management, East Lansing, MI. 1996-1999. • Guest Professor, Johannes Kepler University, Institute for International Management, Linz, Austria. Summers 1996-1999. • Instructor, Texas A&M University, Department of Management, College Station, TX. 1993-1996. • Instructor, Trinity University, Department of Business Administration, San Antonio, TX. 1994.

Expertise Areas

Doctor of Philosophy in sustainable energy

About the doctor of philosophy degree.

Today’s global energy transitions demand leaders who can seamlessly navigate interwoven technical, societal, and environmental challenges. The newly established PhD in sustainable energy, offered on ASU’s Tempe campus, transcends the boundaries of traditional methodologies and disciplinary viewpoints to achieve a sustainable energy future.

Students in the degree program will conduct collaborative cross-disciplinary research integrating energy science with societal and policy insights. Drawing upon emerging knowledge and deep historical insights, and integrating information from the physical, biological, and social sciences, students will explore and contribute to sustainable solutions that address urgent energy challenges now and in the future.

Graduates will be prepared to bridge diverse domains and communities, fostering socio-technical innovation and developing sustainable energy solutions and policies.

Admission requirements

Students may be admitted to the PhD in sustainable energy program with either a bachelor’s or a master’s degree from a regionally accredited institution or the equivalent of a US bachelor’s degree from an international institution officially recognized by that country. Applicants from diverse educational and professional backgrounds are encouraged.

Learning outcomes

PhD in sustainable energy graduates will have an advanced understanding of the dynamics and complexity of global energy systems and will be able to lead others in research providing adaptive solutions to specific sustainable energy challenges. In addition to the common learning outcomes, PhD in sustainable energy students will be able to:

• Use their analytical and theoretical knowledge to elucidate and contextualize complex, transdisciplinary issues surrounding energy.
• Contribute to the body of knowledge of complex energy systems through transdisciplinary research.
• Function within the science-policy nexus with a unique understanding of issues and proposing innovative solutions.
• Produce a portfolio of research accomplishments in complex energy systems that will position them to be competitive for employment opportunities in academia, industry, and government.

If admitted with a bachelor’s degree, students must complete a minimum of 84 semester hours. If admitted with a master’s degree, they must complete a minimum of 54 hours.

Requirements and electives

Courses and electives, core courses.

SOS 571: Sustainable Energy I: Technologies and Systems (3 credits) This is the first in a sequence of foundational courses (571, 572, and 573) in the graduate program for sustainable energy. This course provides a primer on the scientific, technological, and social aspects of energy. It has three core modules: (1) primer on the physics of energy, (2) a review of power systems and electricity generation technologies, and (3) a review of transportation systems and fuel/vehicle technologies. Although the class focuses on energy technology, it also incorporates discussions of the human dimensions of energy systems.

SOS 572: Sustainable Energy II: Transitions (3 credits) This course follows the thread of energy transitions through every aspect of our lives. It stresses the technological, economic, social, and political contexts of energy transitions. It addresses energy use throughout history, the influence of energy on quality of life, how energy use has influenced the process of urbanization and how considerations of access to and control of energy sources shapes geopolitical strategies.

SOS 573: Sustainable Energy III: Futures Analysis, Negotiation and Governance (3 credits) This course provides a basis for understanding the intersection of social, political, cultural, economic, and technical dynamics of existing and emerging energy system possibilities, emphasizing the roles of human decision-making as well as new scientific and technological developments. It emphasizes the development of sophisticated competency in several broad thematic capacities that are required to understand, engage with, and provide thought leadership in the ongoing challenge of creating and cultivating sustainable energy systems.

SOS 574: Sustainable Energy Analytics in Context (3 credits) This course will address the primary metrics, data sources, and methodologies used to measure sustainable energy, including how they are used to track progress toward sustainability goals and shape public policies. It covers the metrics for comparing the cost, efficiency, social equity and environmental impacts of various energy sources, and issues pertaining to product life cycle evaluation. These metrics provide the foundation for assessing the relative merits of various energy and production options based on a variety of possible criteria. In addition to imparting factual knowledge for quantitatively evaluating a multiplicity of energy sources and systems and their impact on the environment, it will build skills in research, comparative analysis and critical thinking that will catalyze a lifetime of engagement with the complex and evolving issues surrounding sustainability.

SOS 575: Sustainable Energy Research Seminar (1 credit) This is a seminar-based course for Sustainable Energy doctoral students focusing on research skills for transdisciplinary energy research. The seminar has a different focus in the Fall and Spring. In the Fall, the course focuses on research methods. In the Spring, the course focuses on the process of generating research ideas and writing effective research proposals.

SOS 589: Community of Scholars (1 credit) This seminar provides the opportunity to develop new skills, to foster cohort building, to interact with other students and faculty in the School of Sustainability, and to network and build support with the alumni network.

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ASU Project Management Network celebrates 10th anniversary with certification reimbursement

'pay-it-forward' program to cover costs of project management institute exam.

Photo by iStock

By  Widline Luctama

Arizona State University's  Project Management (PM) Network is celebrating a decade of success in 2024, and it is marking the occasion with an innovative "pay-it-forward" financial assistance program aimed at supporting members in their professional growth and development.

The pay-it-forward program  will reimburse five PM Network members up to $500 each to cover the costs of taking — and passing — any Project Management Institute certification exam. This reimbursement program aligns with the PM Network’s core mission of expanding members’ project management knowledge and skills.  

Formalized in 2014, the ASU PM Network is a faculty and staff organization led by a board of volunteers. Its current board is led by Stephanie Petersen , the organization's president. 

Over the past decade, the organization has continuously enriched the project management landscape at ASU through collaborative initiatives and strategic partnerships, advancing best practices and professional standards. One of the network's founding members and executive sponsors,  Danielle B. Steele  says that she has "witnessed dozens of individuals grow in their confidence, expertise and leadership — both in leading projects and leading people." 

One of the PM Network’s key accomplishments is that it regularly hosts  PDU-eligible workshops to provide a foundational understanding of project management standards “so that members of our community can be eligible to apply for certification exams or to renew their project management certifications," Steele says.

The launch of the reimbursement program underscores the network's commitment to empowering individuals and advancing the field of project management.

"The future will always be about people,” says Steele. “The PM Network will continue to focus on supporting everyone interested in project management as the profession evolves." 

Faculty, staff and students may  join the PM Network .  Applications for the reimbursement program are open now .

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