Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box

By David G. Sirmon, Michael A. Hitt, R. Duane Ireland. 2007

3,610 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e82362b3c7e0f29792601a719acc20fc6c24937d

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In Strategy and Management

Citations in the corpus

Managing Legitimacy in Complex and Heterogeneous Environments: Sustainable Development in a Globalized World (2013, positive): “Adapting to the environment in order to create ‘an acceptable fit’ (Hambrick, 1983; Sirmon et al., 2007, p. 275) and aligning organizational structures and processes to create internal ‘harmony’ (Sirmon et al., 2007, p. 287) are central pillars in contingency theory.”
A meta-analytical review of antecedents and outcomes of firm resilience (2021, background): “Consequently, by combining and utilizing resources across independent firms, new unique capabilities are formed (Grant, 1991; Sirmon et al., 2007; Lu et al., 2010).”
The Resource‐Based View in Entrepreneurship: A Content‐Analytical Comparison of Researchers' and Entrepreneurs' Views (2016, background): “A second limitation is that despite our findings about the importance of certain dimensions of resources, recent work on the RBV suggests the need to look at how resources are managed (Sirmon, Hitt, and Ireland 2007; Sirmon, Gove, and Hitt 2008).”
How do threshold firms sustain corporate entrepreneurship? The role of boards and absorptive capacity (2009, background): “Companies could mobilize different resources to learn about their environment and competition or redeploy these resources in ways that allow them to harvest the knowledge they gain from environmental scanning as well as their diverse relationships (Sirmon et al., 2007).”
Firm innovation and supply chain resilience: a dynamic capability perspective (2020, background): “A firm that can rearrange and reconfigure its resource base in a dynamic situation may have more opportunities to create capabilities that alleviate the effect of disruption (Sirmon, Hitt, and Ireland 2007; Eddleston, Kellermanns, and Sarathy 2008; Blackhurst, Dunn, and Craighead 2011).”
On the Contingent Value of Dynamic Capabilities for Competitive Advantage: The Nonlinear Moderating Effect of Environmental Dynamism (2014, background): “For example, changes in industry structure, the instability of market demand, and the probability of environmental shocks are important elements of environmental dynamism (e.g., Jansen, Van Den Bosch, and Volberda , 2006; Levinthal and Myatt, 1994; Sirmon, Hitt, and Ireland, 2007).”
*Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda (2006, background): “While entrepreneurs and managers are the key agents of change, dynamic capabilities may also be embedded in organizational routines and may be employed to reconfigure the firm’s resource base by shedding idle or decaying resources (Sirmon and Hitt, 2003), or recombining resources in innovative ways ”