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
    4. Véronique Ambrosini
      Pages 153-155
  7. Back Matter
    Pages 156-193

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.


Manager organization strategy

Bibliographic information