BIROn - Birkbeck Institutional Research Online

    Tacit knowledge for competitive advantage

    McAuly, L. and Russell, G. and Sims, Julian (1997) Tacit knowledge for competitive advantage. Management Accounting 75 (11), pp. 36-37. ISSN 0025-1682.

    Full text not available from this repository.

    Abstract

    Whereas "distal" knowledge can be articulated clearly and communicated openly, "proximal" knowledge, more widely referred to as "tacit" knowledge, cannot be documented, formalized, easily talked about with newcomers, turned into procedures, or reproduced though statements, techniques or models. It cannot be replicated easily by competitors, and therefore is a source of competitive advantage. Stable teams of directors provide the most obvious source of tacit knowledge. A second source of tacit knowledge is managers within the company. Senior managers cannot possibly know the full consequences of proposals that they sanction and so credible managers are essential to the success of any business. A third source of tacit knowledge is external advisors. Other sources of tacit knowledge include stable management teams where mutual understanding is the norm, listening, discussions, and shared backgrounds.

    Metadata

    Item Type: Article
    School: Birkbeck Schools and Departments > School of Business, Economics & Informatics > Management
    Depositing User: Administrator
    Date Deposited: 14 Jun 2018 08:43
    Last Modified: 14 Jun 2018 08:43
    URI: http://eprints.bbk.ac.uk/id/eprint/22775

    Statistics

    Downloads
    Activity Overview
    0Downloads
    42Hits

    Additional statistics are available via IRStats2.

    Archive Staff Only (login required)

    Edit/View Item Edit/View Item