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Tacit knowledge has received a good deal of attention in the strategy field and is argued to be a key source of sustainable competitive advantage. Until now the work done has been principally conceptual with little empirical work to support the argument. This book fills the gap in the literature through empirical studies in which causal mapping is used to uncover whether tacit activities and causally ambiguous resources could be perceived to be a component in managers' accounts of their firms successes. The book also highlights the critical factors that are often ignored by managers.

Advanced Strategic Management builds on prior knowledge of strategic decision making and is intended to compliment general strategy texts by providing an 'umbrella view' of the multi-dimensional nature of strategic management. Featuring expert contributions, the discussion of each perspective is enhanced by empirical case examples.