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Tacit Knowledge
| Content Provider | CiteSeerX |
|---|---|
| Author | Ambrosini, . Véronique |
| Abstract | Tacit knowledge is difficult to express, to describe and to transfer. It is also practical and context specific. This is why it is argued to be a key strategic asset: It is difficult to imitate, to substitute and it is rare. For these reasons it is critical for managers to understand how tacit knowledge can be transferred so that they can sustain their organisation’s competitive advantage. In this paper we argue that person-organization fit (POF) is a conduct for the transfer of tacit knowledge: tacit knowledge is argued to be transferable via apprentice like relationships and POF is positively linked to socialization and staff retention, and hence the argument that POF may be the ‘invisible hand’ facilitating the transfer of tacit knowledge. Person-Organisation Fit: An Invisible Hand Facilitating the Transfer of Tacit Knowledge Tacit knowledge is difficult to express, to describe and to transfer. It is also practical and context specific (Nonaka, 1991; Polanyi, 1962). It is for these reasons that it has been argued to be a source of competitive advantage (Grant, 1996). It possesses all the requirements that a resource needs to be a source of sustainable competitive advantage, i.e. a strategic asset according to proponents of the resource-based view of the firm (Amit |
| File Format | |
| Journal | Journal of Management Studies |
| Language | English |
| Access Restriction | Open |
| Subject Keyword | Invisible Hand Competitive Advantage Context Specific Person-organisation Fit Sustainable Competitive Advantage Staff Retention Person-organization Fit Key Strategic Asset Strategic Asset Resource-based View Tacit Knowledge Tacit Knowledge |
| Content Type | Text |
| Resource Type | Article |
