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3 edition of Tacit and ambiguous resources as sources of competitive advantage found in the catalog.

Tacit and ambiguous resources as sources of competitive advantage

VГ©ronique Ambrosini

Tacit and ambiguous resources as sources of competitive advantage

by VГ©ronique Ambrosini

  • 365 Want to read
  • 21 Currently reading

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

  • 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

    Know the company diamond model, the sources of advantage and sources of durability of advantage. -a tool to help identify, categorize, and assess the overall strategic advantages of a firm. -the company diamond allows depth of analysis and understanding about the root causes of a firm's competitive advantages. In fact, the core competencies that yield a competitive advantage are created through the unique bundling of several resources (Berman, et. al., ). For example, has combined service and distribution resources to develop its competitive advantages. The firm started as an online bookseller, directly shipping orders to customers.

    The metaknowledge advantage: the key to success in the new economy / Rafael Aguayo. HD 53 A38 Tacit and ambiguous resources as sources of competitive advantage / . sustainable source of competitive advantage. While the authors reviewed here share some common understanding of the nature of tacit knowledge there are also differences. Two key issues are apparent from this review. First, is tacit knowledge something that characterizes individuals, or both individuals and groups?

    Barney () introduces the concept of the resource-based view (RBV) to address the limitations of environmental models of competitive advantage and attempts to provide a link between heterogeneous resources controlled by an organization, mobility of the resources within the particular industry and the strategic or competitive advantage enjoyed by an . from tacit knowledge to organizational knowledge. This step is the focus of this chapter. Propositions dominant, and probably the only, source of a company’s competitive advantage (Srivastava, ). A paradigm shift has changed the way that knowledge is viewed. paper will be on the move from tacit knowledge to organizational File Size: KB.


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Tacit and ambiguous resources as sources of competitive advantage by VГ©ronique Ambrosini Download PDF EPUB FB2

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 Cited 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 argument. 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. not the focus of strategic analysis. a more potent source of competitive advantage. 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. the sources of competitive advantage, we suggest that each of the paradigms relies on three different sets of sources: Firm Specific Advantages (FSAs), Localization Specific Advantages (LSAs) and Relationships Specific Advantages (RSAs).

The resource-based view of competition: FSAs In the new realities of global competition, the underlying. Knowledge, particularly tacit knowledge, has long been argued as the only source of sustainable competitive advantage (Grant, ; Lubit, Knowledge, as a critical organizational resource Author: Roy Lubit.

Rafael Andreu is Professor of Information Systems at IESE, Barcelona. He holds a Doctor's degree from UPC and a PhD in management from the Massachusetts Institute of Technology. He has written articles in leading journals and is co-author of the book Information Systems Strategic Planning: A Source of Competitive Advantage.

the "resource-based" view of the firm (e.g., Barney, ;Wernerfelt, ).Resource-based theory takes the perspective that valuable, costly-to-copy firm resources and capabilities provide the key sources of sus-tainable competitive advantage.

Without question, the resource-based view has generated a produc. Resource Based View Firm Pdf Download Tacit and Ambiguous Resources as Sources of Competitive Advantage and is argued to be a key source of sustainable competitive advantage. Until now the work done has been principally conceptual Author: Hazel Taylor.

Chapter Instructions. Choose your answers from a-d by clicking the radio button next to each choice and then press 'Submit' to get your score. c) Virtual knowledge. d) Ambiguous knowledge. Question 2. Tacit knowledge is seen as important feature of competitive advantage in which approach to strategy?

a) Resource-based view of the firm.Véronique has had articles published in Human Relations Management Learning, Journal of Management Studies, British Journal of Management, European Management Journal and the Journal of General Management. She is also the author of ‘Tacit and Ambiguous Resources as Sources of Competitive Advantage’.Cited by: She is the author of 'Tacit and ambiguous resources as sources of competitive advantage', the editor of ‘Exploring techniques of analysis and evaluation in strategic management’, a co-editor of 'Advanced strategic management: A multi-perspective .