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Tacit Knowledge

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The Palgrave Encyclopedia of Strategic Management

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Abstract

As emphasized by Michael Polanyi, there are types of knowledge that cannot be conveyed effectively by means of language. The validity of this observation is particularly apparent in the case of the knowledge required to execute psychomotor skills, such as riding a bicycle. In strategic management, tacitness is generally seen as a barrier to the imitation of valuable knowledge, hence as a relevant factor in accounting for firm heterogeneity and potentially for the sustainability of competitive advantage. However, knowledge that is tacit may be transferrable nevertheless, though not by means of words exclusively.

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Author information

Authors and Affiliations

  1. The Wharton School, 2000 Steinberg Hall – Deitrich Hall, Philadelphia, PA, 19104, USA

    Sidney G. Winter

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  1. Sidney G. Winter
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Correspondence to Sidney G. Winter .

Editor information

Editors and Affiliations

  1. Stanford University , Stanford, California, USA

    Mie Augier

  2. Tusher Ctr Intellectual Capital, University of California Tusher Ctr Intellectual Capital, Berkeley, California, USA

    David J. Teece

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© 2016 The Author(s)

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Winter, S.G. (2016). Tacit Knowledge. In: Augier, M., Teece, D. (eds) The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-349-94848-2_526-1

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  • DOI: https://doi.org/10.1057/978-1-349-94848-2_526-1

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  • Publisher Name: Palgrave Macmillan, London

  • Online ISBN: 978-1-349-94848-2

  • eBook Packages: Springer Reference Business and ManagementReference Module Humanities and Social SciencesReference Module Business, Economics and Social Sciences

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