Tacit and ambiguous resources as sources of competitive advantage
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Tacit and ambiguous resources as sources of competitive advantage

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Published by Palgrave Macmillan in Basingstoke, Hampshire, New York .
Written in English

Subjects:

  • Intangible property -- Management,
  • Tacit knowledge,
  • Ambiguity,
  • Knowledge management,
  • Organizational learning,
  • Strategic planning

Book details:

Edition Notes

Includes bibliographical references (p. 180-191) and index

StatementVéronique Ambrosini
Classifications
LC ClassificationsHD53 .A43 2003
The Physical Object
Paginationxiv, 193 p. :
Number of Pages193
ID Numbers
Open LibraryOL17102706M
ISBN 101403905754
LC Control Number2003043609

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  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 Pages: 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 Brand: Palgrave Macmillan UK. 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 by:   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 Edition: Ed.

Tacit and ambiguous resources as sources of competitive advantage. [Véronique Ambrosini] -- "Tacit knowledge has received a good deal of attention in the strategy field and is arguably a key source of sustainable competitive advantage. Tacit knowledge has received much attention in the strategy field and is argued to be a key source of sustainable competitive advantage. Using empirical studies in which causal mapping is used, this study explores whether tacit activities and causally ambiguous resources could be perceived to be a component in managers' accounts of their firm's successes. resources, both tacit and explicit, are sources of competitive advantage but struggle to manage them as they would tangible assets. ― current [knowledge management] techniques are heavily based in technologies and, as a consequence, only consider knowledge when it has been made explicit; thus, ignoring the characteristics that defineFile Size: 1MB. Compared to tangible resources, intangible resources are: a. of less strategic value to the firm. b. not the focus of strategic analysis. c. a more potent source of competitive advantage. d. more likely to be reflected on the firm's balance sheet.

Bibliography note: Includes bibliographical references (p. ) and index. LCCN: ISBN: (cloth).   In this study, we investigate a central tenet of the resource-based view of the firm舒that tacit knowledge often lies at the core of sustainable competitive advantage舒and attempt to articulate it with greater theoretical precision than has been done previously. Using data from the National Basketball Association, Cited by: Competitive Advantage Tacit Knowledge Strategic Management Neoclassical Economic Sustainable Competitive Advantage. These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves. This is a preview of subscription content, log in to check by: 3. Resources. Broad in scope, resources cover a spectrum of individual, social, and organizational phenomena. Typically, resources alone do not yield a competitive advantage. In fact, the core competencies that yield a competitive advantage are created through the unique bundling of several resources. Tacit knowledge as a source of competitive advantage in the National .