N. Sharon Hill is an assistant professor of management at The George Washington University School of Business. Dr. Hill's research and teaching interests are in the areas of human resource management and organizational behavior. Her research focuses on two core areas: organizational change and virtual work (including virtual teams and elearning). Dr. Hill's articles have appeared in such leading outlets as Organizational Behavior and Human Decision Processes, Organization Science, Personnel Psychology, and Research in Personnel and Human Resources Management.
Prior to her doctoral studies, Dr. Hill worked for DuPont and General Electric in the United Kingdom, Belgium, Germany, and the United States. Her global and cross-functional business experience includes leadership roles in training and development, process and quality improvement, information technology, and organizational change.
Dr. Hill received her Ph.D. in Business and Management from the University of Maryland, College Park. She also holds an M.B.A. in International Business from the University of Missouri, Kansas City; and a B.Eng. in Mechanical Engineering with German from Bath University in the United Kingdom. Dr. Hill is a member of the Academy of Management, Society for Industrial and Organizational Psychology, American Psychological Association, Interdisciplinary Network for Group Research, Society for Human Resource Management, and Organizational Behavior Teaching Society.
Latham, A. & Hill, N.S. (Forthcoming). Preference for anonymous classroom participation: Linking student characteristics and reactions to electronic response systems. Journal of Management Education.
Hill, N. S., Seo, M., Kang, J., & Taylor, M. S. (2012). Building employee commitment to change across organizational levels: The influence of hierarchical distance and direct managers' transformational leadership. Organizational Science, 23(3), 758-777.
Seo, M., Taylor, M. S., Hill, N. S., Zhang, X. M., Tesluk, P. E., & Lorinkova, N. (2012). The role of affect and leadership during radical organizational change. Personnel Psychology, 65(1), 121-165.
Hill, N. S., Bartol, K. M., Tesluk, P. E., & Langa, G. A. (2009). Organizational context and face-to-face interaction: Influences on the development of trust and cooperation in computer-mediated groups. Organizational Behavior and Human Decision Processes, 108 (2), 187-201.
Seo, M., & Hill, N. S. (2005). Understanding the human side of merger and acquisition: An integrative framework. Journal of Applied Behavioral Science, 41(4), 422-443.
Hill, N. S. & Wouters, K. (2010). Comparing apples and oranges: Toward a typology for assessing e-learning effectiveness. In J. Martocchio (Ed.), Research in Personnel and Human Resources Management, Vol. 29. Bingley, UK: Emerald Group Publishing Limited.
Hill, N. S. (2005). Leading together, working together: The role of team shared leadership in building collaborative capital in virtual teams. In M. Beyerlein, S. Beyerlein, & F. Kennedy (Eds.), Collaborative Capital: Advances in Interdisciplinary Studies of Work Teams (Vol. 11, pp. 183-209). New York: Elsevier JAI.
Seo, M., Taylor, M.S., & Hill, N.S. (2007). The role of affect and leadership during radical organizational change. In George T. Solomon (Ed.) Best Paper Proceedings of the Sixty-Sixth Meeting of the Academy of Management (CD), ISSN 1543-8643.
Organizational Change, Virtual Work (Virtual Teams and E-learning)