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    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.

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    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.


    Item Type: Article
    School: Birkbeck Faculties and Schools > Faculty of Business and Law > Birkbeck Business School
    Depositing User: Administrator
    Date Deposited: 14 Jun 2018 08:43
    Last Modified: 02 Aug 2023 17:42


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