Competencies and Firm Performance : Examining The Causal Ambiguity Paradox  

Oleh:

King, Adelaide Wilcox ; Zeithaml, Carl P.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Strategic Management Journal vol. 22 no. 1 (2001), page 75-99.
Topik: firm performance; firm performance; competencies; causal ambiguity paradox

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: SS30.7 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Resource - based theory argues that resources must be valuable, rare, inimitable, and lack substitutes to confer competiitve advantage. Inimitability of alynchpin of resource - based theory and central to understanding the sustainability of competitive advantage. Although scholars recognize a positive relationship between causal ambiguity and firm performance remains an unresolved conundrum. One perspective suggests that causal ambiguity regarding competencies and performance is necessary among internal and external managers for sustainable competitive advantage because it severly limits limtiation. Causal ambiguity, therefore, enhances firm performace. Another view holds that causal ambiguity places a constraint on the transfer and leveraging of these competencies within a firm. In this case, causal ambiguity may adversely influence firm performance. This paper takes a resource - based view to develop and test hypotheses that relate managers' perceptions of causal ambiguity to their firm's performance. The hypotheses that relate managers' perceptions of causal ambiguity to their firm's performance. The hypotheses examine relationships between firm performance and : 1. causal ambiguity regarding the link between competencies and competitive advantage, and 2. causally ambiguous characteristics of competencies Research involving 224 executives in 17 organizations provides valuable insights into the relationships between causal ambiguity and firm performance. A model is then developed based on these findings. Particular consideration is given to the differing ways top and middle managers in a firm may experience causal ambiguity and to show these differences may be understood and managed.

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