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Working Definitions

In: Tacit and Ambiguous Resources as Sources of Competitive Advantage

Author

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  • Véronique Ambrosini

Abstract

In Part I the core propositions of the resource-based view of the firm were described, and it was stated that tacit knowledge is widely argued to be a source of sustainable competitive advantage. However this discussion was theoretical as tacit knowledge has so far resisted operationalisation. Indeed, ‘despite widespread agreement among researchers that intangible resources underlie performance differences among organisations, little evidence [of this] exists in the literature’ (Rao, 1994, p. 29). Therefore if the concept is to be developed and operationalised it needs to be defined more precisely.

Suggested Citation

  • Véronique Ambrosini, 2003. "Working Definitions," Palgrave Macmillan Books, in: Tacit and Ambiguous Resources as Sources of Competitive Advantage, chapter 4, pages 31-36, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-4039-4808-3_4
    DOI: 10.1057/9781403948083_4
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