Tacit knowing and knowledge-based competition [electronic resource] : a grounded theory look at high-tech knowledge strategies /
Abstract (Summary)This dissertation serves three major functions in strategic management literature. First, Michael Polanyi's philosophy of knowledge is reexamined and applied to organizational assets and their use under strategy's knowledge-based and resource-based views. Second, theory-building takes place using exploratory and explanatory qualitative analysis to inform management theory. Third, a quantitative content analysis is performed to compare low-and high-performing organizations' sustained competitive advantage evaluated through Barney's (1986;1991)indicators of sustained competitive advantage value, rareness, inimitability, and nonsubstitutability. Specifically, six hypotheses are tested using the Wilcoxon-Mann-Whitney non-parametric statistical test for paired rankings. Strong support for the notion of sustained competitive advantage and difference between strategic language content between low-and high-performing organizations is found. This study provides one of the first tests of some basic assumptions of knowledge-and resource-based views as well as on of the first tests of sustained competitive advantage.
School:The University of Georgia
School Location:USA - Georgia
Source Type:Master's Thesis
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