Stage 5: Conclusions Drawn from the Mapping Sessions at Kappa and Delta

Véronique Ambrosini

Chapter 12 in Tacit and Ambiguous Resources as Sources of Competitive Advantage, 2003, pp 115-125 from Palgrave Macmillan

Abstract: Abstract The Alpha case showed that routines that were tacit to managers could be elicited by means of causal mapping and that managers could connect these routines to their firm’s success. When reporting the case, it was stated that one consequence of mapping Alpha’s causes of success was the realisation that while tacit routines may indeed be valuable, a range of other routines that are not well documented in the literature also play a part in positive performance. Hence mapping sessions were conducted at Omega, Kappa and Delta to examine whether the findings from the Alpha study were also relevant to other organisations. It emerged that these findings could be applied to other cases, and that other valuable routines could be identified.

Date: 2003
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DOI: 10.1057/9781403948083_12

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