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Palgrave Macmillan

Tacit and Ambiguous Resources as Sources of Competitive Advantage

  • Book
  • © 2003

Overview

Authors:
  1. Véronique Ambrosini
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Table of contents (15 chapters)

  1. Front Matter

    Pages i-xiv
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  2. Literature Review

    1. Front Matter

      Pages 1-1
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    2. The Resource-Based View of the Firm

      • Véronique Ambrosini
      Pages 3-8

    3. Tacit Knowledge

      • Véronique Ambrosini
      Pages 9-23

    4. Organisational Knowledge

      • Véronique Ambrosini
      Pages 24-27

  3. Research Terminology

    1. Front Matter

      Pages 29-29
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    2. Working Definitions

      • Véronique Ambrosini
      Pages 31-36

  4. The Research Project: Methodology

    1. Front Matter

      Pages 37-37
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    2. Researching Tacit Activities: Methodology Suggested by the Literature

      • Véronique Ambrosini
      Pages 39-45

    3. Revealing Tacit Routines as a Source of Organisational Success: The Process

      • Véronique Ambrosini
      Pages 46-55

  6. Implications and Conclusions

    1. Front Matter

      Pages 127-127
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    2. Theoretical Contributions

      • Véronique Ambrosini
      Pages 129-144

    3. Managerial Implications

      • Véronique Ambrosini
      Pages 145-152
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Keywords

About this book

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.

About the author

VÉRONIQUE AMBROSINI is a lecturer in strategy. Her research interests include the resource-based theory, tacit knowledge and competitive advantage. She has published in the Journal of Management Studies, British Journal of Management, European Management Journal and the Journal of General Management and is the co-editor of Strategic Management: Multiple Perspectives and Exploring Techniques of Analysis and Evaluation in Strategic Management.

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