| Description |
xiv, 193 pages : illustrations ; 23 cm |
| Contents |
Pt. I. Literature Review -- 1. The Resource-Based View of the Film -- 2. Tacit Knowledge -- 3. Organisational Knowledge -- Pt. II. Research Terminology -- 4. Working Definitions -- Pt. III. The Research Project: Methodology -- 5. Researching Tacit Activities: Methodology Suggested by the Literature -- 6. Revealing Tacit Routines as a Source of Organisational Success: The Process -- Pt. IV. The Research Project: Investigating Tacit Routines -- 7. Stage 1: Identifying Organisational Tacit Knowledge as a Component of Firms' Success -- 8. Stage 2: Methodological Development - Refining the Research Process -- 9. Stage 3: Conceptual Development - Beyond Tacit Versus Explicit Organisational Knowledge -- 10. Stage 4a: Exploring Success-Generating Routines -- 11. Stage 4b: Exploring Further Success-Generating Routines -- 12. Stage 5: Conclusions Drawn from the Mapping sessions at Kappa and Delta -- Pt. V. Implications and Conclusions -- 13. Theoretical Contributions |
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14. Managerial Implications -- 15. Conclusion |
| Summary |
"Tacit knowledge has received a good deal of attention in the strategy field and is arguably a key source of sustainable competitive advantage. Until now the work has mainly been conceptual, with little empirical work to support the argument. This book fills that gap through empirical studies in which causal mapping is used to uncover whether tacit and causally ambiguous activities could be shown to be components in managers' accounts of their firms' success."--BOOK JACKET |
| Bibliography |
Includes bibliographical references (pages 180-191) and index |
| Subject |
Intangible property -- Management.
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Tacit knowledge.
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Ambiguity.
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Knowledge management.
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Organizational learning.
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Strategic planning.
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| LC no. |
2003043609 |
| ISBN |
1403905754 cloth |
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