Office: 583 PACCAR Hall
Foster School of Business
University of Washington
Seattle, WA 98195-3226
David G. Sirmon
- Associate Professor of Management Robert Herbold Professor in Entrepreneurship
- PhD Arizona State University (2004)
- MBA University of Montana (1997)
- BS University of Montana (1996)
- competitive strategy
- mergers and acquisitions
- strategic alliances
- At the University of Washington since 2012
- Associate Professor at Texas A&M University, 2011-2012
- Assistant Professor at Texas A&M University, 2006-2011
- Assistant Professor at Clemson University, 2004-2006
- Commercial Lending, 1997-2000
- “Fuzzy logic and the market: A configurational approach to investor perceptions of acquisition announcements“
Journal Article: Campbell, J.T., Sirmon, D.G., & Schijven, M., (2016). Academy of Management Journal, Vol. 59, pp. 163-187.
- “Utilizing the firm’s resources: How TMT heterogeneity and resulting faultlines affect TMT tasks“
Journal Article: Ndofor, H.A., Sirmon, D.G., & He., X., (2015). Strategic Management Journal, Vol. 36, pp. 1656-1674.
- “Socioemotional wealth as a mixed gamble: Revisiting family firm R&D investment with the behavior agency model“
Journal Article: Gomez-Mejia, L., Campbell, J.T., Martin, G., Hoskisson, R.E., Makri, M., & Sirmon, D.G., (2014). Entrepreneurship Theory & Practice, Vol. 38, pp. 1351-1374.
- “Organizational decline and turnaround: A review and agenda for future research“
Journal Article: Trahms, C., Ndofor, H., Sirmon, D.G., (2013). Journal of Management, Vol. 39(5), pp. 1277-1307.
- “Shareholder Influence over Director Nomination via Proxy Access: Implications for Agency Conflict and Stakeholder Value“
Journal Article: Campbell, J.T., Campbell, T.C., Sirmon, D.G., Bierman, L., & Tuggle, C.S., (2012). Strategic Management Journal, Vol. 33(12), pp. 1431–1451.
- “Firm Resources, Competitive Actions and Performance: Investigating a Mediated Model with Evidence from the In-Vitro Diagnostics Industry“
Journal Article: Ndofor, H.A., Sirmon, D.G., & He, X., (2011). Strategic Management Journal, Vol. 32(6), pp. 640–657.
- “Franchising and the Family Firm: Creating Unique Sources of Advantage“
Journal Article: Chirico, F., Ireland, R.D., & Sirmon, D.G., (2011). Entrepreneurship Theory & Practice, Vol. 35(3), pp. 483-501.
- “Resource Orchestration to Create Competitive Advantage: Breadth, Depth and Life Cycle Effects“
Journal Article: Sirmon, D.G., Hitt, M.A., Ireland, R.D., & Gilbert, B.A., (2011). Journal of Management, Vol. 37(5), pp. 1390-1412.
- “The Current State of Strategic Entrepreneurship and Future Opportunities“
Journal Article: Hitt, M.A., Sirmon, D.G., Ireland, R.D., & Trahms, C., (2011). Academy of Management Perspectives, Vol. 25(2), pp. 57-75.
- “Commanding Board of Director Attention: Investigating How Organizational Performance and CEO Duality Affect Board Members Attention to Monitoring“
Journal Article: Tuggle, C.S., Sirmon, D.G., Reutzel, C., & Bierman, L., (2010). Strategic Management Journal, Vol. 31(9), pp. 946-968.
- “Competition and Knowledge Creation in Management: Investigating Changes in Scholarship from 1988 to 2007“
Journal Article: Certo, S.T., Sirmon, D.G., & Brymer, R., (2010). Academy of Management Learning and Education, Vol. 9(4), pp. 591-606.
- “The Case for Random Coefficients Modeling in Entrepreneurship Research: An Illustration of Growth Strategies and Post-IPO Performance“
Journal Article: Holcomd, T.R, Combs, J.G., Sirmon, D.G., & Sexton, J., (2010). Organizational Research Methods, Vol. 13(2), pp. 348-389.
- “The Dynamic Interplay of Capability Strengths and Weaknesses: Investigating the Bases of Temporary Competitive Advantage“
Journal Article: Sirmon, D.G., Hitt, M.A., Arregle, J.L., & Campbell, J.T., (2010). Strategic Management Journal, Vol. 31(13), pp. 1386-1409.
Honors and Awards
- Professor of the Year – Core Evening MBA, UW, 2013, 2016
- Professor of the Quarter (Winter) – Core Day MBA, UW, 2013
- Excellence Awards
- Highly Cited Researcher, 2014
- Robert Herbold Professorship in Entrepreneurship, UW, 2012
- Ricky W. Griffin Research Excellence Award, TAMU, 2012
- Emerging Scholar Award, SMS (distinguished early career award), 2011
- Mays Research Performance Award, TAMU, 2011
- Summer Research Performance Grant, TAMU, 2010
- Pamela M. and Barent W. Cater ’77 Faculty Research Fellowship, TAMU, 2009
- Dean’s Performance Recognition Grant, TAMU, 2009
- Center for Human Resource Management Research Grant, TAMU, 2008
- Outstanding Reviewer, BPS Division, AoM, 2008
- Dean’s Performance Recognition Grant, TAMU, 2008
- Mays Research Mini-Grant, TAMU, 2008
- Center for Human Resource Management Research Grant, TAMU, 2007
- Emerging Scholar Research Excellence Award, Clemson University, 2005
- Outstanding Reviewer, Entrepreneurship Division, AoM, 2005
- Best Paper Proceedings, AoM, 2013
- Best Paper Finalist, Academy of Management Learning & Education, 2011
- Best Conference Paper Award Nominee, SMS, 2011
- Best Paper Proceedings, AoM, 2011
- Best Paper Finalist, Academy of Management Review, 2010
- Showcase Symposium Award, AoM, 2010
- Best Symposium Award, AoM, 2010
- Best Conference Paper Award Nominee, SMS, 2009
- Best Paper Proceedings, AoM, 2009
- Best Paper Nominee, Journal of Management Studies, 2008
- Best Paper Proceedings, AoM, 2008
- Best Conference Paper - Honorable Mention, SMS, 2005
- Best Paper Proceedings, AoM, 2003
- Editorial Review Board, Academy of Management Journal
- Editorial Review Board, Strategic Management Journal
- Editorial Review Board, Journal of Business Venturing
- Editorial Review Board, Family Business Review
- I deliver award-winning courses on Strategic Management to several audiences, including Ph.D., MBA, and professionals. Strategic Management focuses on the multi-faceted concept of “firm strategy” with the intent to help students understand how managers conceive and realize competitive advantage(s) to win in the marketplace. I emphasize that the heart of effective strategy is ensuring that “Uniqueness, Fit and Tradeoffs” exist among the firm’s activities. This is important because evidence regularly demonstrates that these choices differentiate thriving and failing firms. In order to address important strategic concepts, such as, Blue Oceans, network-based platforms, critical areas of differentiation, mergers and acquisition, and firm governance among others, I rely heavily on case-based discussions of exemplar firms (and compare those to firms that are failing). In total, students develop analytical, diagnostic, and rhetorical skills while adding precision to their “strategic toolbox.”