Ann K. Buchholtz CGI Research Fellow University of Georgia

Selected Publications

Matthew Rutherford and Ann K. Buchholtz. 2007. “An Investigation into Board Process:  Examining How Outside Directors Attempt to Overcome Information Asymmetry.”  Corporate Governance: An International Review. 15: 576-584.

Matthew Rutherford, Ann K. Buchholtz, and Jill A. Brown. 2007. “Understanding the Role of Information Asymmetry in Corporate Governance.”  Journal of Management Studies. 44: 414-430.

Ann K. Buchholtz, Jill A. Brown, and Kareem M. Shabana. Forthcoming. “Corporate Social Responsibility and Corporate Governance.” In Andrew Crane, Abagail McWilliams, Dirk  Matten, Jeremy Moon, and Donald Siegel  (Eds.), Oxford Handbook of Corporate Social Responsibility. Oxford, UK: Oxford University Press.

Archie Carroll and Ann Buchholtz. Forthcoming. “Educating Students in Corporate Governance and Ethics.”  In Diane Swanson and D. Fischer (Eds.), Advancing Business Ethics Education in the 21st Century. Charlotte, NC: IAP Publishing.

Ann K. Buchholtz, Allen C. Amason, and Matthew A. Rutherford. 2005. “The Impact of Board Monitoring and Involvement on Top Management Team Affective Conflict.” Journal of Managerial Issues.17: 405-422.

Mark A. Ciavarella, Ann K. Buchholtz, Christine M. Riordan, Robert D. Gatewood, and Garnett S. Stokes. 2004. “The Big Five and Venture Survival: Is There a Linkage?”  Journal of Business Venturing. 19: 465-483.

Michael Young, Ann K. Buchholtz, and David Ahlstrom. 2003. “How Can Board Members be Empowered if They are ‘Spread Too Thin’”?  S.A.M. Advanced Management Journal. 68(4): 4-11.

Ann K. Buchholtz, Barbara Ribbens, and Irene Houle. 2003. “Takeover Resistance and Executive Succession.” Academy of Management Journal. 46: 506-514.

Hettie Richardson, Allan C. Amason, Ann K. Buchholtz, and Joe Gerard. 2003. “CEO Willingness to Delegate to the Top Management Team: The Influence of Organizational Performance.” International Journal of Organizational Analysis. 10(2): 134-146.

Deb Kidder and Ann K. Buchholtz. 2002. “Can Excess Bring Success? CEO Compensation and the Psychological Contract.” Human Resource Management Review. 12: 599-618.

Michael N. Young and Ann K. Buchholtz. 2002. “Relational Demography in the Boardroom: The Case of the Compensation Committee and the CEO.” Journal of Managerial Issues. 14(3): 296-314.

William Schulze, Richard Dino, Michael Lubatkin, and Ann K. Buchholtz. 2001. “Agency Relationships in Family Firms: Theory and Evidence.” Organization Science. 12(2): 99-116.

Lori Verstegen Ryan and Ann K. Buchholtz. 2001. “Trust, Risk, and Shareholder Decision-making: An Investor Perspective on Corporate Governance.” Business Ethics Quarterly. 11: 177-193.

Ann K. Buchholtz, Michael Lubatkin, and Hugh O’Neill. 1999. “Seller Responsiveness to the Need to Divest.” Journal of Management. 25: 633-652.

Ann K. Buchholtz, Allan C. Amason, and Matthew Rutherford. 1999. “Beyond Resources: The Mediating Effect of Top Management Discretion and Values on Corporate Philanthropy.” Business & Society. 38: 167-187.

Ann K. Buchholtz, Michael Young, and Gary Powell. 1998. “Are Board Members Pawns or Watchdogs? The Link Between CEO Pay and Firm Performance.” Group and Organization Management. 23(1): 6-26.

Ann K. Buchholtz and Barbara Ribbens. 1994. “The Role of the CEO in Takeover Resistance: Effects of CEO Incentives and Individual Characteristics.” Academy of Management Journal. 37: 554-579.