Revealing Tacit Routines as a Source of Organisational Success: The Process

Véronique Ambrosini

Chapter 6 in Tacit and Ambiguous Resources as Sources of Competitive Advantage, 2003, pp 46-55 from Palgrave Macmillan

Abstract: Abstract Causal mapping promised to be powerful way of revealing tacit routines because the process would be about continuously asking the respondents to reflect on their behaviour, on what they did (Ambrosini and Bowman, 2001a, b), something they would not ordinarily do. During the mapping they would be pressed to explain what they did and in the process they should become aware of aspects of their behaviour that previously had been tacit (in terms of degree B and possibly C of tacitness in Figure 4.1, Chapter 4). Thus the in-depth probing that would allow the map to develop should tap the routines that went unspoken in the organisation.

Keywords: Tacit Knowledge; Organisational Success; Semistructured Interview; Causal Mapping; Memory Failure (search for similar items in EconPapers)
Date: 2003
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-4039-4808-3_6

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DOI: 10.1057/9781403948083_6

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