D
David G. Sirmon
Researcher at University of Washington
Publications - 64
Citations - 19655
David G. Sirmon is an academic researcher from University of Washington. The author has contributed to research in topics: Resource (project management) & Competitive advantage. The author has an hindex of 36, co-authored 63 publications receiving 17084 citations. Previous affiliations of David G. Sirmon include Texas A&M University & Arizona State University.
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Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box
TL;DR: In this paper, the authors address current criticisms of the RBV (overight of dynamism, environmental contingencies, and managers' role) by linking value creation in dynamic environmental contexts to the management of firm resources.
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Managing Resources: Linking Unique Resources, Management and Wealth Creation in Family Firms
TL;DR: In this paper, the authors developed a resource management process model composed of three components that can lead to a competitive advantage: the resource inventory (evaluating, adding, and shedding), resource bundling, and resource leveraging.
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Managing Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms
David G. Sirmon,Michael A. Hitt +1 more
TL;DR: In this paper, the authors developed a resource management process model composed of three components that can lead to a competitive advantage: the resource inventory (evaluating, adding, and shedding), resource bundling, and resource leveraging.
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A Model of Strategic Entrepreneurship: The Construct and its Dimensions
TL;DR: In this paper, the authors argue that SE is a unique, distinctive construct through which firms are able to create wealth and that an entrepreneurial mindset, an entrepreneurial culture and entrepreneurial leadership, the strategic management of resources and applying creativity to develop innovations are important dimensions of SE.
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The Development of Organizational Social Capital: Attributes of Family Firms*
TL;DR: In this paper, the authors develop and extend social capital theory by exploring the creation of organizational social capital within a highly pervasive, yet often overlooked organizational form: family firms and identify contingency dimensions that affect these relationships and the potential risks associated with family social capital.