Tacit and Ambiguous Resources as Sources of Competitive Advantage

  • Authors
  • Véronique Ambrosini

Table of contents

  1. Front Matter
    Pages i-xiv
  2. Literature Review

    1. Front Matter
      Pages 1-1
    2. Véronique Ambrosini
      Pages 3-8
    3. Véronique Ambrosini
      Pages 9-23
    4. Véronique Ambrosini
      Pages 24-27
  3. Research Terminology

    1. Front Matter
      Pages 29-29
    2. Véronique Ambrosini
      Pages 31-36
  4. The Research Project: Methodology

  5. The Research Project: Investigating Tacit Routines

  6. Implications and Conclusions

    1. Front Matter
      Pages 127-127
    2. Véronique Ambrosini
      Pages 129-144
    3. Véronique Ambrosini
      Pages 145-152

About this book

Introduction

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.

Keywords

Manager organization strategy

Bibliographic information

  • DOI https://doi.org/10.1057/9781403948083
  • Copyright Information Palgrave Macmillan, a division of Macmillan Publishers Limited 2003
  • Publisher Name Palgrave Macmillan, London
  • eBook Packages Palgrave Business & Management Collection
  • Print ISBN 978-1-349-50994-2
  • Online ISBN 978-1-4039-4808-3
  • About this book
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