Tacit and Ambiguous Resources as Sources of Competitive Advantage
V. Ambrosini
Tacit and Ambiguous Resources as Sources of Competitive Advantage
V. Ambrosini
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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. It also highlights the critical factors that are often ignored by managers.
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