N. Sharon Hill is an assistant professor of management at The George Washington University School of Business. Dr. Hill's research and teaching interests lie in the areas of human resource management and organizational behavior. Her research focuses on two areas: organizational change and virtual or technology-mediated work (including virtual teams and e-learning). In the area of organizational change, she is interested in factors that influence employee responses to organizational change. In the area of virtual work, her interest is in individual characteristics and contextual factors that influence the effectiveness of virtual work arrangements. Dr. Hill's research has been published in Organizational Behavior and Human Decision Processes, Organization Science, Personnel Psychology, Research in Personnel and Human Resources Management, and Journal of Applied Behavioral Science.
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 information technology, process and quality improvement, organizational change, and training and development.
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.
Seo, M., Taylor, M. S., Hill, N. S., Zhang, X. M., Tesluk, P. E., & Lorinkova, N. The role of affect and leadership during radical organizational change. Forthcoming at Personnel Psychology.
Hill, N. S., Seo, M., Kang, J., & Taylor, M. S. Building employee commitment to change across organizational levels: The influence of hierarchical distance and direct managers' transformational leadership. Forthcoming at Organization Science
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.
Primary Interests: Organizational Behavior, Human Resource Management
Additional Topics: Organizational Change; Virtual Work (Virtual Teams and E-Learning)
Geographic Areas: North America
Current Research: (1) Factors that influence employee responses to organizational change; (2) Individual characteristics and contextual factors that influence the effectiveness of virtual work