Doctoral Student

Andrea Read Hugill

Andrea Hugill is a doctoral candidate in Strategy at the Harvard Business School.  She studies social and political institutions and how these forces impact firm strategy around the world.  Thus, Andrea is a scholar of both strategy and international business.  Her dissertation works to understand, in three separate papers, how firms have navigated weak institutions in emerging economies, reputational challenges in their supply chains, and political instability.  Her job market paper asks how firms use market-based strategies to navigate periods of political crisis while maintaining operations within a country.  Andrea has studied a variety of industries, from manufacturing to telecommunications. 
Prior to coming to Harvard Business School, Andrea worked at the Institute on Global Conflict and Cooperation at the University of California as the Director of Special Projects.  Tasked largely with business and economic development projects, Andrea worked with Professors Steven Spiegel (UCLA) and Eli Berman (UCSD) to manage a Track II, or confidential negotiations program, for individuals throughout the Middle East North Africa region.  She also has business experience working in Dubai UAE where she conducted market analysis and designed a 5 year strategy for a pure risk management company. 

Andrea holds a Masters degree from Johns Hopkins' School for Advanced International Studies (SAIS), where she studied international economics and energy policy, as well as a Bachelors degree from Brown University, where she graduated with honors in philosophy of science. 

Working Papers

  1. Monitoring Global Supply Chains

    Jodi L Short, Michael W. Toffel and Andrea R. Hugill

    Outsourcing firms seeking to avoid reputational spillovers that can arise from dangerous, illegal, and unethical behavior at supply chain factories increasingly rely on private social auditors to provide strategic information about the conduct of their suppliers. But little is known about what influences auditors' ability to identify and report poor supplier conduct. We find that individual supply chain auditors' monitoring practices are shaped by social factors including their experience, gender, and professional training; their ongoing relationships with suppliers; and the gender diversity of their audit teams. Providing the first comprehensive and systematic findings on supply chain monitoring, our study identifies previously overlooked transaction costs and suggests strategies to develop governance structures to mitigate reputational spillover risks by reducing information asymmetries between themselves and their suppliers.

    Keywords: Monitoring; transaction cost economics; industry self-regulation; auditing; Codes of conduct; supply chains; corporate social responsibility; globalization; Accounting Audits; Developing Countries and Economies; Supply Chain; Operations; Corporate Social Responsibility and Impact; Safety; Social Issues; Social Enterprise; Labor; Working Conditions; Law Enforcement; Globalization; Corporate Accountability; Fashion Industry; Forest Products Industry; Manufacturing Industry;


    Short, Jodi L., Michael W. Toffel, and Andrea R. Hugill. "Monitoring Global Supply Chains." Harvard Business School Working Paper, No. 14-032, October 2013. (Revised March 2015. Previously titled "Monitoring the Monitors: How Social Factors Influence Supply Chain Auditors.") View Details
  2. Which Does More to Determine the Quality of Corporate Governance in Emerging Economies, Firms or Countries?

    Andrea Hugill and Jordan Siegel

    Scholars of corporate governance have debated the relative importance of country and firm characteristics in understanding corporate governance variation across emerging economies. Using panel data and a number of model specifications, we shed new light on this debate. We find that firm characteristics are as important as and often meaningfully more important than country characteristics in explaining governance ratings variance. These results suggest that over recent years firms in emerging economies had more capability to rise above home-country peer firms in corporate governance ratings than has been previously suggested. In fact, 16.8% percent of firms in emerging economies have been able to exceed the 75th percentile of corporate governance ratings in developed economies and 45.5% of firms in emerging economies have been able to exceed the 50th percentile of corporate governance ratings in developed economies.

    Keywords: Quality; Corporate Governance; Developing Countries and Economies;


    Hugill, Andrea, and Jordan Siegel. "Which Does More to Determine the Quality of Corporate Governance in Emerging Economies, Firms or Countries?" Harvard Business School Working Paper, No. 13-055, December 2012. (Revised March 2013, June 2014.) View Details