David Major

Professor David L. Major received his doctorate in Strategic Management at the University of Maryland. Before earning his

Areas of Expertise

Competitive Strategy – Competitive dynamics; resources and rivalry, International Business – Venture capital globalization; international entrepreneurship

Academic Degrees

• 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 & Certificates

• 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

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 Gupta (2008), “Vicarious learning in the globalization of venture capital,” Academy of Management. 
• 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. (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.