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Tacit and Ambiguous Resources as Sources of Competitive Advantage

Overview

Tacit knowledge has received a good deal of attention in the strategy field and is argued to be a key source of sustainable competitive advantage. Until now the work done has been principally conceptual with little empirical work to support the argument. This book fills the gap in the literature through empirical studies in which causal mapping is used to uncover whether tacit activities and causally ambiguous resources could be perceived to be a component in managers' accounts of their firms successes. The book ...

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Overview

Tacit knowledge has received a good deal of attention in the strategy field and is argued to be a key source of sustainable competitive advantage. Until now the work done has been principally conceptual with little empirical work to support the argument. This book fills the gap in the literature through empirical studies in which causal mapping is used to uncover whether tacit activities and causally ambiguous resources could be perceived to be a component in managers' accounts of their firms successes. The book also highlights the critical factors that are often ignored by managers.

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Product Details

  • ISBN-13: 9781403905758
  • Publisher: Palgrave Macmillan
  • Publication date: 11/22/2003
  • Edition description: REV
  • Pages: 216
  • Product dimensions: 5.50 (w) x 8.50 (h) x 0.50 (d)

Meet the Author

Véronique Ambrosini is at the Cranfield School of Management.

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Table of Contents

The Resource Based View of the Firm
• Tacit Knowledge
• Working Definitions
• Research Project
• Researching Tacit Activities
• Eliciting Tacit Routines as a Source of Organisational Success
• Stage 1: Identifying Organisational Tacit Knowledge as a Component in Managers' Accounts of Their Firms's Success
• Stage 2: Methodological Development
• Stage 3: Conceptual Development
• Stage 4: Exploring Success Generating Routines
• Stage 4b: Exploring Further Success Generating Routines
• Stage 5: Conclusion from Mapping Success At Kappa and Delta
• Implications and Conclusions
• Theoretical Contributions
• Managerial Implications
• Conclusion

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