The DOI matches its Crossref record; 1 of the 1 references it cites were found in a registry or an index.
Causal Ambiguity, Barriers to Imitation, and Sustainable Competitive Advantage
Abstract
This article addresses the issues of competitive advantage and competitor imitation. It is argued that tacitness, complexity, and specificity in a firm's skills and resources can generate causal ambiguity in competency-based advantage, and thus raise barriers to imitation. Reinvestment in causally ambiguous competencies is necessary to protect the advantage. Without reinvestment, attritional effects of continued competitive action will cause decay in the barriers to imitation. From this theorizing, research propositions are suggested, which, ultimately, will lead to an improved understanding of competitive advantage sustainability.
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Citations
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Metadata
- Authors
- Reed, R., & Defillippi, R. J.
- Venue
- The Academy of Management Review
- Publisher
- Academy of Management
- Published
- 1990-01
- Volume
- 15
- Issue
- 1
- Pages
- 88
- ISSN
- 0363-7425 (ISSN-L)
- OpenAlex
- W2165848253
- Cited by
- 2,690
- References
- 1
- FWCI
- 49.17
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
