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

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  • Uygur, Ugur

Abstract

The 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.

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  • Uygur, Ugur, 2013. "Determinants of causal ambiguity and difficulty of knowledge transfer within the firm," Journal of Management & Organization, Cambridge University Press, vol. 19(6), pages 742-755, November.
    • Handle: RePEc:cup:jomorg:v:19:y:2013:i:06:p:742-755_00
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    Cited by:

    1. C. Lakshman & Sangeetha Lakshman & Kubilay Gok, 2023. "Managers’ knowledge and customer-focused knowledge management as dynamic capabilities: implications for innovation performance," Asian Business & Management, Palgrave Macmillan, vol. 22(1), pages 246-274, February.
    2. Xie, Xuemei & Wang, Lijun & Zeng, Saixing, 2018. "Inter-organizational knowledge acquisition and firms' radical innovation: A moderated mediation analysis," Journal of Business Research, Elsevier, vol. 90(C), pages 295-306.
    3. Thomas Dolmark & Osama Sohaib & Ghassan Beydoun & Kai Wu, 2021. "The Effect of Individual’s Technological Belief and Usage on Their Absorptive Capacity towards Their Learning Behaviour in Learning Environment," Sustainability, MDPI, vol. 13(2), pages 1-17, January.

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