Resource Orchestration to Create Competitive Advantage

By David G. Sirmon, Mike Hitt, R. Duane Ireland, B. Gilbert. 2011

2,158 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/49bcbc85e14f1aa82f3712d21d5854110745d4e9

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Citations in the corpus

Strategic Entrepreneurial Internationalization: A Normative Framework (2017, background): “…act as a source of opportunity: the OLI model recognizes that asymmetries in strategic factor markets open up opportunities to create advantages in the cost and quality of production (Belderbos, Lykogianni and Veugelers, 2008; Chung and Yeaple, 2008; Mottner and Johnson, 2000; Sirmon et al., 2011).”
Academic entrepreneurship, technology transfer and society: where next? (2014, background): “understand how firms orchestrate or better coordinate their resources and capabilities (Sirmon et al. 2011).”
The Resource‐Based View in Entrepreneurship: A Content‐Analytical Comparison of Researchers' and Entrepreneurs' Views (2016, background): “…these results also corroborate the argument that resource outcomes likely differ with the stage of the entrepreneurial venture, and thus the measured outcomes need to be contextualized with respect to the life cycle of the organization in order to provide meaningful results (Sirmon et al. 2011).”
Achieving superior organizational performance via big data predictive analytics: A dynamic capability view (2019, background): “It is the process of converting raw resources into high-end capabilities (Sirmon et al., 2011).”
Geographical pathways for SME internationalization: insights from an Italian sample (2013, background): “, 2011), its emphasis on accumulated stocks of resources that could eventually be imitated by competitors was gradually extended to embrace the firm’s orchestration of such resources (Sirmon et al., 2011).”
What Facilitates Dynamic Capabilities? The Role of Organizational Climate for Trust (2017, background): “Finally, reconfiguration encompasses activities that recombine bundles of resources and ordinary capabilities (Sirmon et al., 2011; Wilden and Gudergan, 2015) in an attempt to “maximize complementarities inside and outside the enterprise” (Teece, 2012, p. 1398).”
Creating Value through Offshore Outsourcing: An Integrative Framework (2013, neutral): “Finally, effective resourcemanagement provides a source of competitive advantages (Helfat et al., 2007; Sirmon et al., 2007, 2011).”
Nonlinear Effects of Entrepreneurial Orientation on Small Firm Performance: The Moderating Role of Resource Orchestration Capabilities (2013, background): “Resource orchestration theory posits that firms must develop proficiency at structuring, bundling, and leveraging their organizational resources toward new opportunities (Sirmon et al., 2007; Sirmon et al., 2011).”
Innovation with Limited Resources: Management Lessons from the German Mittelstand (2018, background): “, 2007, 2010) and resource orchestration (Sirmon et al., 2011), have shed some light on the processes through which organizational actors manage resources and affect a resourcebased competitive advantage.”