Dr. Susan Hill joined Cass Business School in September 2013. She was previously employed at the London School of Economics (from 2007 to 2013).
Susan's research focuses on innovation and entrepreneurship in large, established firms. She has received numerous prestigious awards (including the Heizer Award for Outstanding Research in the Field of New Enterprise Development) for her research, which has been published in leading academic journals such as the Journal of Management, Strategic Entrepreneurship Journal, Journal of Business Venturing, and Organizational Research Methods. In addition, she was listed amongst the 2015 Global 100 Top Entrepreneurship Professors (nominated by tech entrepreneurs and awarded by Hot Topics).
Susan received her PhD in Strategic and International Management from London Business School. Her prior degrees, an MBA and BA (Hons) in Industrial and Organisational Psychology, both Cum Laude, were attained from the University of Cape Town (South Africa).
Prior to entering academia, Susan worked for a number of years in human resources management and corporate venturing in South Africa. She has also conducted executive education for London Business School, working with clients including BT, EDS and IBM.
- PhD, London Business School, United Kingdom, 2008
- MBA, University of Cape Town, South Africa, 1997 – 1998
- BA (Hons) (Industrial and Organisational Psychology), University of Cape Town, South Africa, 1992
Memberships of committees
- Heizer Dissertation Award Judge, Academy of Management, Entrepreneurship Division, 2018
- Track Chair, Innovation Strategy and Industry Analysis,, Academy of Management, Strategic Management Division, 2017
- Research Committee Member, Academy of Management, Entrepreneurship Division, 2015 – 2017
- NFIB Dissertation Award Judge, Academy of Management, Entrepreneurship Division, 2014
- Strategic Management Society (2017) Outstanding Reviewer Award, Knowledge and Innovation Management Interest Group
- Hill, S. and Georgoulas, S. (2016). Internal corporate venturing: A review of (almost) five decades of literature. In Zahra, S.A., Hayton, J. and Neubaum, D.O. (Eds.), Handbook of Corporate Entrepreneurship (pp. 13–63). Cheltenham, UK: Edward Elgar. ISBN 978-1-78536-872-1.
Journal articles (10)
- Hill, S.A. (2014). Combining versus transforming knowledge? A comparison of the volume and novelty of new ideas. Academy of Management Proceedings, 2014(Supp 13733), pp. 924–929. doi:10.5465/AMBPP.2014.184.
- Hill, S.A. and Birkinshaw, J. (2014). Ambidexterity and Survival in Corporate Venture Units. Journal of Management, 40(7), pp. 1899–1931. doi:10.1177/0149206312445925.
- Hill, S.A. and Birkinshaw, J.M. (2010). Idea sets: Conceptualizing and measuring a new unit of analysis in entrepreneurship research. Organizational Research Methods, 13(1), pp. 85–113. doi:10.1177/1094428109337542.
- Hill, S.A., Maula, M.V.J., Birkinshaw, J.M. and Murray, G.C. (2009). Transferability of the venture capital model to the corporate context: Implications for the performance of corporate venture units. Strategic Entrepreneurship Journal, 3(1), pp. 3–27. doi:10.1002/sej.54.
- Hill, S.A., Maula, M.V.J., Birkinshaw, J.M. and Murray, G.C. (2008). Transferability of the venture capital model to the corporate venture unit context. Academy of Management Proceedings, 2008(1), pp. 1–6. doi:10.5465/AMBPP.2008.33720704.
- Hill, S.A. and Birkinshaw, J. (2008). Strategy-organization configurations in corporate venture units: Impact on performance and survival. Journal of Business Venturing, 23(4), pp. 423–444. doi:10.1016/j.jbusvent.2007.04.001.
- Hill, S.A. and Birkinshaw, J. (2006). Ambidexterity in corporate venturing: Simultaneously using existing and building new capabilities. Academy of Management Proceedings, 2006(1). doi:10.5465/AMBPP.2006.22898139.
- Birkinshaw, J. and Hill, S.A. (2005). Corporate venturing units: Vehicles for strategic success in the new Europe. Organizational Dynamics, 34(3 SPEC. ISS.), pp. 247–257. doi:10.1016/j.orgdyn.2005.06.009.
- Birkinshaw, J. and Hill, S.A. (2003). CORPORATE VENTURING PERFORMANCE: AN INVESTIGATION INTO THE APPLICABILITY OF VENTURE CAPITAL MODELS. Academy of Management Proceedings, 2003(1). doi:10.5465/ambpp.2003.13793258.
- Zimmermann, A., Hill, S., Birkinshaw, J. and Jaeckel, M. Complements or Substitutes? A Microfoundations Perspective on the Interplay between Drivers of Ambidexterity in SMEs. Long Range Planning.
- Journal of Business Venturing, Editorial Board Member, 2017 – present.