Browsing by Author "Ambrosini, Veronique"

Now showing 1 - 10 of 10
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    A configurational approach to the dynamics of firm level knowledge
    (Emerald Group Publishing Ltd., 2009-03-30T00:00:00Z) Ambrosini, Veronique; Collier, Nardine; Jenkins, Mark
    Whilst there has been exponential growth in the work on the nature of organisational knowledge, relatively little progress has been made in terms of understanding the way in which knowledge specifically impacts on the firm. The aim of this paper is to further this understanding by developing a series of configurations representing some of the potential ways that knowledge is composed in organisations, with those components being tacit, explicit, architectural, component, individual and collective knowledge.
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    Developing the wider role of business in society: the experience of Microsoft in developing training and supporting employability.
    (Emerald Group Publishing Limited, 2006) Bonfiglioli, Elena; Moir, Lance; Ambrosini, Veronique
    The purpose of this paper is to describe Microsoft's activities in encouraging employability and to show how these activities provide strategic advantage.
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    Dynamic capabilities: An exploration of how firms renew their resource base
    (Blackwell Publishing Ltd, 2009-03-30T00:00:00Z) Ambrosini, Veronique; Bowman, Cliff; Collier, Nardine
    The aim of this paper is to extend the concept of dynamic capabilities. Building on prior research, we suggest that there are three levels of dynamic capabilities which are related to managers‟ perceptions of environmental dynamism. At the first level we find incremental dynamic capabilities: those capabilities concerned with the continuous improvement of the firm‟s resource base. At the second level are renewing dynamic capabilities, those that refresh, adapt and augment the resource base. These two levels are usually conceived as one and represent what the literature refers to as dynamic capabilities. At the third level are regenerative dynamic capabilities, which impact, not on the firm‟s resource base, but on its current set of dynamic capabilities i.e. these change the way the firm changes its resource base. We explore the three levels using illustrative examples and conclude that regenerative dynamic capabilities may either come from inside the firm or enter the firm from outside, via changes in leadership or the intervention of external change a
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    The Impact of Causal Ambiguity on Competitive Advantage and Rent Appropriation
    (Blackwell Publishing Ltd, 2010-12-01T00:00:00Z) Ambrosini, Veronique; Bowman, Cliff
    We seek to develop the conceptual and practical understanding of causal ambiguity. Specifically we extend current thinking by setting out three types of causal ambiguity, based on whether firm resources are perceived to display linkage and/or characteristic ambiguity, and by examining for each type the impact of causal ambiguity on the sustainability of competitive advantage and on rent appropriation. We highlight the difficulties decision-makers face when they perceive ambiguity and finally we explore some implications of ambiguity with respect to resource-creation processes.
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    Surfacing tacit sources of success
    (SAGE, 2008-01-01T00:00:00Z) Ambrosini, Veronique; Bowman, Cliff
    Eliciting and transferring tacit knowledge is critical for the growth ambitions of small knowedge-intensive firms such as management consultancies because their work is often intangible and ambiguous. How this can be done presents a challenge as there are as yet no tools available to help them. This article explains how the use of causal mapping helped the partners of one consultancy firm to surface their tacit knowledge, to uncover what they should try to replicate within the organization to sustain their success, and to refine their raison d'etre. Through the mapping process, which is interactive, non-directive, and generates ownership of the outcomes, the partners were encouraged to tap into their ambiguous, tacit knowledge base, which constitutes a large part of their consultancy's success. The article contributes to our understanding of small business management practice, tacit knowledge and consulting interventions.
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    Tacit Knowledge: Some Suggestions for Operationalization
    (Blackwell Publishing Ltd, 2001-09-01T00:00:00Z) Ambrosini, Veronique; Bowman, Cliff
    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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    Using teaching case studies for management research
    (Sage Publications, 2010-08-01T00:00:00Z) Ambrosini, Veronique; Bowman, Cliff; Collier, Nardine
    Teaching case studies are widely deployed in business schools. They are contextually rich in detail, and students learn by applying and adapting theoretical concepts to specific business situations described in the case. This article proposes a new way to use teaching case studies, as research materials for academics. The article addresses three questions: (1) Can teaching cases be used as an alternative to field research? (2) When can teaching case studies be used as secondary data? and (3) How can teaching case studies be used as secondary data? The article concludes that teaching case studies are an unexploited and readily available source of research data, a source which should be considered when going into the field and gathering primary data is not possible.
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    What are dynamic capabilities and are they a useful construct in strategic management?
    (Blackwell Publishers Ltd, 2009-01-01T00:00:00Z) Ambrosini, Veronique; Bowman, Cliff
    The dynamic capability perspective extends the resource-based view argument by addressing how valuable, rare, difficult to imitate and imperfectly substitutable resources can be created and how the current stock of valuable resources can be refreshed in changing environments. The concept of dynamic capabilities emerged in the 1990s, and the field has advanced considerably since. This paper presents a review as well as a synthesis of the extant literature. This synthesis first highlights, that dynamic capabilities are shaped by enabling and inhibiting variables within and outside the firm, including the perceptions and motivations of managers; secondly, it identifies processes that create dynamic capabilities; and thirdly, it explains that dynamic capabilities do not automatically lead to performance improvements. Finally, the paper addresses some areas of confusion and contradiction that hamper the development of the literature.
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    What Does Value Mean and How is it Created, Maintained and Destroyed?
    (2003) Bowman, Cliff; Ambrosini, Veronique
    In this paper we suggest that 'value' has a different meaning for different stakeholders and that if the firm operates in line with investor interests, it acts as both customer and supplier and its motivations will reflect these roles. We then consider internal activities that reflect these motivations. Other activities maintain the firm, and some destroy value. Implications for the RBV are explored.