Document Type

Article

Publication Date

2013

Publisher Name

eContent Management Pty Ltd

Abstract

The knowledge-based view of the firm portrays knowledge assets as the basis of sustainable competitive advantage. However, leveraging the knowledge available to the firm is not straightforward. The transfer of best practices within the firm or the replication of a certain routine poses challenges for managers. Causal ambiguity of knowledge makes it difficult to transfer practices into other contexts within the firm. In this paper, a new framework is proposed that identifies four antecedents to causal ambiguity: complexity, tacitness, relevance to the existing knowledge base, and the locality of knowledge. The paper concludes with the implications of the framework.

Comments

Author Posting. © eContent Management Pty Ltd, 2013. This is the author's version of the work. It is posted here by permission of eContent Management Pty Ltd for personal use, not for redistribution. The definitive version is forthcoming in Journal of Management & Organization.

Creative Commons License

Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 License.

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