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Please use this identifier to cite or link to this item: http://dspace.lib.cranfield.ac.uk/handle/1826/961

Document Type: Article
Title: Tacit Knowledge: Some Suggestions for Operationalization
Authors: Ambrosini, Veronique
Bowman, Cliff
Issue Date: 2001
Citation: Ambrosini, Véronique & Bowman, Cliff (2001) Tacit Knowledge: Some Suggestions for Operationalization. Journal of Management Studies 38 (6), 811-829.
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.
URI: http://dspace.lib.cranfield.ac.uk/handle/1826/961
Appears in Collections:Staff publications - School of Management

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