Disentangling Interfirm and Intrafirm Causal Ambiguity: A Conceptual Model of Causal Ambiguity and Sustainable Competitive Advantage

2007 ◽  
Vol 32 (1) ◽  
pp. 156-178 ◽  
Author(s):  
Adelaide Wilcox King
Keyword(s):  
Competitive Advantage ◽  
Conceptual Model ◽  
Sustainable Competitive Advantage ◽  
Causal Ambiguity

scholarly journals Determinants of causal ambiguity and difficulty of knowledge transfer within the firm

2013 ◽  
Vol 19 (6) ◽  
pp. 742-755 ◽  
Author(s):  
Ugur Uygur
Keyword(s):  
Knowledge Transfer ◽  
Best Practices ◽  
Competitive Advantage ◽  
Knowledge Base ◽  
Sustainable Competitive Advantage ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Causal Ambiguity ◽  
New Framework

AbstractThe 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.

A conceptual framework

2019 ◽  
Vol 31 (2) ◽  
pp. 331-347 ◽  
Author(s):  
George Kofi Amoako
Keyword(s):  
Competitive Advantage ◽  
Conceptual Model ◽  
Future Study ◽  
Implementation Strategies ◽  
Strategy Implementation ◽  
Sustainable Competitive Advantage ◽  
Holistic View ◽  
Content Type ◽  
Effective Implementation ◽  
Environmental Activities

Purpose The purpose of this paper is to explore the possible effects of corporate environmental activities on sustainable competitive advantage through the mediation of leadership factors and effective implementation strategies. Design/methodology/approach The work is essentially non-empirical review of the literature with the development of a conceptual model which can be tested in a later study. Findings The study proposes that corporate environmental activities can give firms competitive advantage. The studies also propose that stakeholders can act as pressure thereby moderating the relationship between corporate environmental activities and sustainable competitive advantage. Leadership factors and effective implementation affect competitive advantage. Research limitations/implications This study has a few limitations that must be considered and could provide guidance for future study; as this study does not address customers point of view, future study could help in the investigation in order to get a holistic view. Moreover, the study is based on the literature, and the conceptual model has not been tested. Practical implications The study proposes that good leadership and effectiveness in strategy implementation can make corporate environmental activities lead to sustainable competitive advantage. The findings of the study provide managers of firms with a possible tool in creating sustainable competitive advantage. Originality/value Despite the rapid growth in research on environmental issues in corporate world, limited studies have been conducted on how leadership factors and effectiveness of strategy implementation can influence how corporate environmental activities affect competitiveness of firms. This study makes an original contribution by proposing strategies for sustainable competitive advantage through the instrumentality of corporate environmental decisions.

Sustainable Competitive Advantage in Service Industries: A Conceptual Model and Research Propositions

1993 ◽  
Vol 57 (4) ◽  
pp. 83-99 ◽  
Author(s):  
Sundar G. Bharadwaj ◽  
P. Rajan Varadarajan ◽  
John Fahy
Keyword(s):  
Industrial Organization ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Conceptual Model ◽  
Relevant Literature ◽  
Service Industries ◽  
Sustainable Competitive Advantage ◽  
Moderating Effects ◽  
Organizational Skills ◽  
Research Propositions

The purpose of competitive strategy is to achieve a sustainable competitive advantage (SCA) and thereby enhance a business's performance. The authors focus on the distinctive organizational skills and resources underlying SCA in service industries and the moderating effects of the characteristics of services, service industries, and firms within an industry on the skills and resources underlying a business's competitive positional advantages. The proposed conceptual model of SCA in service industries and propositions builds on relevant literature in the fields of marketing, strategic management, and industrial organization economics.

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

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