Download Adobe Reader

Faculty and Staff Profile

Amy Ingram

Assistant Professor

Office: 139 Sirrine Hall
Phone: 656-1573

 Educational Background

Ph.D Management
University of Cincinnati 2011

MBA Management
University of Cincinnati 2005

BBA Finance
University of Cincinnati 2004

 Courses Taught

MGMT 4150: Business Strategy
MGMT 4300: Leadership Development


Amy E. Ingram is an assistant professor in the College of Business and Behavioral Science at Clemson University. She received her Ph.D. from the University of Cincinnati, College of Business. Dr. Ingram’s research interests surround the investor and market influence and persuasion, the entrepreneurial ecosystem, paradox, gender and Corporate Political Activity. She is a member of the Strategic Management Society, Academy of Management, Beta Gamma Sigma, Phi Beta Kappa and The National Society of Collegiate Scholars. Dr. Ingram received the UC College of Business Outstanding Graduate Research Award in 2010.

 Research Interests

Dr. Ingram’s research focuses on investor and market persuasion, the entrepreneurial ecosystem, paradox, gender and Corporate Political Activity.

 Research Publications

Miron-Spektor, E., Ingram, A., Keller, J., Smith, W., & Lewis, M. Forthcoming. Microfoundations of organizational paradox: The problem is how we think about the problem. Academy of Management Journal:

Hill, A., Ridge, J., & Ingram. A. 2017. The growing conflict-of-interest problem in the U.S Congress. Harvard Business Review.

Ridge, J., Ingram, A., & Hill, A. In Press. Beyond lobbying expenditures: How lobbying breadth and political connectedness affect firm outcomes. Academy of Management Journal:

*Ridge, J., & Ingram, A. 2017. Modesty in the top management team: Investor reaction and performance implications. Journal of Management, 43(4):1283-1306. (*The first and second author contributed equally).

Hechavarria, D, Ingram, A., Terjesen, S., Justo, R., Renko, M., & Elam, A. 2017. Taking care of business: The impact of gender and culture on the entrepreneurs’ goals for venture value creation. Small Business Economics, 48(1):225-257

Ridge, J., Hill, A., & Ingram, A. 2016. The signaling role of politician stock ownership: Effects on firm lobbying intensity. Journal of Management, 20(10)-1-26.

Ingram, A., Peak, W., Stewart, W., & Watson, W. 2017. Emotional intelligence, interpersonal process effectiveness, and entrepreneurial performance: A mediated moderated model. Journal of Small Business Management.

Hechavarria, D., & Ingram, A. 2017. The entrepreneurial gender divide: Hegemonic masculinity, emphasized femininity and organizational forms. International Journal of Gender and Entrepreneurship. DOI:

Ingram, A., Lewis, M., Barton, S., & Gartner, W. 2015. Paradoxes and innovation in family firms: The role of paradoxical thinking. Entrepreneurship Theory and Practice 40(1): 161-176.

Hechavarria, D., & Ingram, A. 2015. A review of entrepreneurial ecosystems and the entrepreneurial society: Exploration with the global entrepreneurship monitor dataset. Journal of Business & Entrepreneurship, 26(1):1-25.

Scott, K., Ingram, A., Zagenczyk, T., & Shoss, M. 2015. Work family conflict and social undermining behavior: An examination of gender differences. Journal of Occupational and Organizational Psychology, 88(1), 203-218. (201

Ingram, A., Hechavarria, D., & Matthews, C. 2014. Does cultural capital matter? Exploring sources of funding in new venture creation. Small Business Institute Journal, 1(10).

Watson, W., Stewart, W., Peake, W., Cooper, D., & Ingram, A. 2014. A comparison of Black and White entrepreneurs in the United States. International Journal of Strategic Management. (Received Best Journal Article Award.)

Gotsi, M., Andriopoulos, C., Lewis, M., & Ingram, A. 2010. Creative tensions: Managing tensions of multiple identities. Human Relations, 63(6): 781-805.