Using empirical studies in which causal mapping is used, this study explores whether tacit activities and causally ambiguous resources could be perceived to be a component in managers' accounts of their firm's successes. It also highlights critical factors that are often ignored by managers.
VERONIQUE AMBROSINI is a lecturer in strategy. Her research interests include the resource-based theory, tacit knowledge and competitive advantage. She has published in the Journal of Management Studies, British Journal of Management, European Management Journal and the Journal of General Management and is the co-editor of Strategic Management: Multiple Perspectives and Exploring Techniques of Analysis and Evaluation in Strategic Management.