Stage 3: Conceptual Development - Beyond Tacit Versus Explicit Organisational Knowledge

Véronique Ambrosini

Chapter 9 in Tacit and Ambiguous Resources as Sources of Competitive Advantage, 2003, pp 81-85 from Palgrave Macmillan

Abstract: Abstract One of the findings from the mapping session at Alpha was that causal maps can reveal several types of organisational activity. In particular the session revealed not only that tacit routines matter but also that there are routines that lie outside direct management control that may also affect performance. This led me to conclude that dealing only with the basic distinction of explicit versus tacit routines is not satisfactory, and moreover that this categorisation has limited value for practising managers.

Date: 2003
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-4039-4808-3_9

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DOI: 10.1057/9781403948083_9

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