Tacit and ambiguous resources as sources of competitive advantage

"Tacit knowledge has received a good deal of attention in the strategy field and is arguably a key source of sustainable competitive advantage. Until now the work has mainly been conceptual, with little empirical work to support the argument. This book fills that gap through empirical studies in which causal mapping is used to uncover whether tacit and causally ambiguous activities could be shown to be components in managers' accounts of their firms' success."--Jacket.