David Major
Contact Information
(812) 856-1411
dlmajor [at] indiana [dot] edu (E-mail)
Business School, Room 630F
- Eli Lilly & Co. Faculty Fellow
Campus
- Bloomington
Education
- Ph.D., University of Maryland
Professional Experience
- Executive education instructor and management consultant, with management consulting firm, Gibson & Associates
- Automotive parts assembly management, GM
Awards, Honors & Certifications
- Allan N. Nash Outstanding Doctoral Student Award 2008, Smith School of Business, University of Maryland
- Entrepreneurship Research Award Finalist, 2008, 2009, Smith School of Business, University of Maryland
- Research Excellence Award Nominee, Promising Young Scholar, 2006, 2007, Ph.D. Project
- Ewing Marion Kauffman Foundation funding, West Coast Entrepreneurship Research Consortium 2007
- Center for International Business Education & Research (CIBER) funding for United Nations Global Compact Conference 2006
- Robert H. Smith School Dean’s Research Fellowship 2005-2008; AlliedSignal Corporate Scholar
Professional Interests
Competitive Strategy – Competitive dynamics; resources and rivalry, International Business – Venture capital globalization; international entrepreneurship
Background
Professor David L. Major received his doctorate in Strategic Management at the University of Maryland. Before earning his doctorate, he worked as a management consulting in alliance development, strategic sourcing, and implementation and as an executive development instructor for Gibson & Associates; courses included: Alliance Development, Negotiations Strategy, and Executive Communication.
Selected Publications
Major, David L., Livengood, Waguespack, and Gupta (2010), “Vicarious experience and venture capital globalization,” Smith School Entrepreneurship Research Conference.
Major, David L., Smith, Grimm, Maggitti, and Derfus (2009), “Reflexive and selective organizational learning,” Academy of Management.
Major, David L., Smith, Grimm, and D’Aveni (2009), “Interactive effects of firm resources and actions on performance,” Strategic Management Society.
Major, David L., Smith, Grimm, and D’Aveni (2009), “How firm resources and actions impact firm performance – A mediated relationship,” Strategic Management Society.
Major, David L., Livengood, Waguespack, and A. Gupta (2008), “Learning to Globalize: Interorganizational knowledge transfer on venture capital globalization,” Strategic Management Society.
Major, David L., Livengood, Waguespack, and Gupta (2008), “Vicarious learning in the globalization of venture capital,” Academy of Management.
Major, David L. (2007), “Dampening Rival Actions: The moderating role of experience in dynamic competition,” Academy of Management.
Major, David L. (2007), “Leading the firm's response: Effects of leadership types in dynamic competition,” Academy of Management.
Major, David L. (2007), “Prior experience as a moderator of rivalry: Firm learning through dynamic competition," Strategic Management Society.
Major, David L. (2006), “The national entrepreneurial infrastructure: How nation-states may encourage local entrepreneurship,” Academy of Management.
Major, David L. (2006), “Are cross-border investment decisions rational? Ramming through the expected utility model,” Academy of Management.
Major, David L. (2006), “Conditioning the national entrepreneurial infrastructure: Towards a framework for local business creation,” Academy of Management- United Nations Global Compact Conference.
Major, David L. (2005), “Attending toward Innovation: An attention-based model of the likelihood for product innovation,” Strategic Management Society.
Major, David L. (2005), “Firms attending to innovation: An industry-level attention model of the likelihood for product innovation,” Strategic Management Society.
