Strategic Tacit Knowledge-Based Competitiveness

Abstract

By using the resource-based view as a theoretical framework, the purpose of this chapter is to explain the internal sources of competitiveness in Tunisian firms operating in the industry of Information Communication and Technology (ICT). In other words, how do firms within this industry build their competitive advantage and performance? Based on the results of the academic research undertaken in 2012 on a sample of 209 Tunisian ICT firms, the author explains how strategic tacit knowledge (seen as strategic resource) allows the firms to gain a sustainable competitive advantage and superior performance. In addition, it provides researchers with an empirical method to operationalize tacit knowledge appropriately, as well as competitive advantage and performance. It also focuses on the exploration of the relationship between these three variables, demonstrating that competitive advantage mediates the impact of tacit knowledge on performance. Finally, this chapter is considered an attempt to respond to criticism formulated against the resource-based view.

Investigating the Influence of Tacit Knowledge Transformation Approach on Students’ Learning Ability

“…Knowledge is typically classified into tacit knowledge and explicit knowledge ( Polanyi, 1962 ). Different from the explicit knowledge, tacit knowledge has been defined as personal knowledge that is difficult to formalize and describe through language ( Tamzini, 2015 ). Tacit knowledge is more fundamental than explicit knowledge.…”