Tacit and ambiguous resources as sources of competitive advantage
著者
書誌事項
Tacit and ambiguous resources as sources of competitive advantage
Palgrave Macmillan, 2003
- : cloth
大学図書館所蔵 件 / 全16件
-
該当する所蔵館はありません
- すべての絞り込み条件を解除する
注記
Includes references (p. 180-191) and index
内容説明・目次
内容説明
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.
目次
The Resource Based View of the Firm Tacit Knowledge Working Definitions Research Project Researching Tacit Activities Eliciting Tacit Routines as a Source of Organizational Success Stage 1: Identifying Organizational Tacit Knowledge as a Component in Managers' Accounts of their Firm's Success Stage 2: Methodological Development Stage 3: Conceptual Development Stage 4: Exploring Success Generating Routines Stage 4b: Exploring Further Success Generating Routines Stage 5: Conclusion from Mapping Success at Kappa And Delta Implications and Conclusions Theoretical Contributions Managerial Implications Conclusion
「Nielsen BookData」 より
