COMPETITIVE ADVANTAGE FROM TACIT KNOWLEDGE? UNPACKING THE CONCEPT AND ITS STRATEGIC IMPLICATIONS.

J.‐C. Spender

292 citations0/0 files storedAcademy of Management Proceedings

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Innovation and Knowledge Management Management and Organizational Practices Knowledge Management and Sharing

Abstract

Competitive advantage grows from firm-specific knowledge. So theories relating strategy to knowledge require a typology, much as Polanyi distinguished tacit from objective knowledge. Ethnographic research suggests separating tacit knowledge into three sub-types: conscious, automatic and communal. Each has different strategic implication. EMI's experience of CAT scanning illustrates their interplay.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 292 citations exist upstream.

Cited by

2004Bridging User Organizations: Knowledge Brokering and the Work of Information Technology Professionals1 1994Organizational knowledge, collective practice and Penrose rents 2002An exploratory analysis of new competencies: a resource based view perspective 2000Knowledge management as a competitive asset: a review 2003Knowledge management and the occasional links with performance 2003Knowledge Management and Organizational Competence 2014High performance work systems and organizational effectiveness: The mediating role of social capital 2008Organizational Learning and Knowledge Management: Whence and Whither?

Imported from OpenAlex (CC0) — nothing here is generated.