Tacit Knowledge: Some Suggestions for Operationalization
With the emergence of the resource‐based view of the firm and of the concept of core competencies, intangible resources, and tacit knowledge in particular have been argued to occupy a central place in the development of sustainable competitive advantage. This is because tacit knowledge is argued to...
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| Published in | Journal of management studies Vol. 38; no. 6; pp. 811 - 829 |
|---|---|
| Main Authors | , |
| Format | Journal Article |
| Language | English |
| Published |
Oxford, UK and Boston, USA
Blackwell Publishers Ltd
01.09.2001
Wiley Blackwell Blackwell Publishing Ltd |
| Series | Journal of Management Studies |
| Subjects | |
| Online Access | Get full text |
| ISSN | 0022-2380 1467-6486 |
| DOI | 10.1111/1467-6486.00260 |
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| Abstract | With the emergence of the resource‐based view of the firm and of the concept of core competencies, intangible resources, and tacit knowledge in particular have been argued to occupy a central place in the development of sustainable competitive advantage. This is because tacit knowledge is argued to be difficult to imitate, to substitute, to transfer and it is rare. However, there is little empirical research to support this theoretical proposition. Tacit knowledge has so far resisted operationalization. This paper sets out to define the term tacit knowledge and proposes to redefine it, within the context of the resource‐based view of the firm, as tacit skills. A methodology (based on causal mapping, self‐Q and storytelling) for empirically researching the subject is outlined. |
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| AbstractList | With the emergence of the resource‐based view of the firm and of the concept of core competencies, intangible resources, and tacit knowledge in particular have been argued to occupy a central place in the development of sustainable competitive advantage. This is because tacit knowledge is argued to be difficult to imitate, to substitute, to transfer and it is rare. However, there is little empirical research to support this theoretical proposition. Tacit knowledge has so far resisted operationalization. This paper sets out to define the term tacit knowledge and proposes to redefine it, within the context of the resource‐based view of the firm, as tacit skills. A methodology (based on causal mapping, self‐Q and storytelling) for empirically researching the subject is outlined. With the emergence of the resource-based view of the firm and of the concept of core competencies, intangible resources, and tacit knowledge in particular have been argued to occupy a central place in the development of sustainable competitive advantage. This paper sets out to define the term tacit knowledge and proposes to redefine it, within the context of the resource-based view of the firm, as tacit skills. A methodology for empirically researching the subject is outlined. |
| Author | Bowman, Cliff Ambrosini, Véronique |
| Author_xml | – sequence: 1 givenname: Véronique surname: Ambrosini fullname: Ambrosini, Véronique organization: Cranfield University, Bedford – sequence: 2 givenname: Cliff surname: Bowman fullname: Bowman, Cliff organization: Cranfield University, Bedford |
| BackLink | http://econpapers.repec.org/article/blajomstd/v_3a38_3ay_3a2001_3ai_3a6_3ap_3a811-829.htm$$DView record in RePEc |
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| Snippet | With the emergence of the resource‐based view of the firm and of the concept of core competencies, intangible resources, and tacit knowledge in particular have... With the emergence of the resource-based view of the firm and of the concept of core competencies, intangible resources, and tacit knowledge in particular have... |
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| SubjectTerms | Business studies Case studies Competitive advantage Core competencies Enterprises Knowledge Lifelong learning Methodology Operations research Organization theory Skills Studies Tacit knowledge Transfer |
| Title | Tacit Knowledge: Some Suggestions for Operationalization |
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