International Journal of Knowledge Management and Practices

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Tacit Knowledge as a Source of Competitive Advantage in Cricket


Affiliations
1 School of Professional Advancement and Associate Professor, Management School of Business & Economics, University of Management & Technology Lahore, Pakistan
2 Knowledge Management and Director, Institute of Applied Sciences, University of Management & Technology, Lahore, Pakistan
     

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This theoretical paper expounds the basic tenet of knowledge-based view (KBV) of the firm that tacit knowledge lies at the basis of sustained competitive advantage accrued to a company. This is because tacit knowledge embodies the intangible, valuable, rare, inimitable and non-substitutable human core capabilities and competencies. Taking lead from Berman et al. (2002) study of National Basketball Association (NBA), this paper proposes to use the notion of collective mind or stock of tacit knowledge of a Cricket team and suggests a positive relationship between shared team experience (a proxy for tacit knowledge) and team performance. The paper also suggests that over a period of time the relationship may turn negative because of the knowledge ossification or routinization of tacit knowledge schemas acquired by the players. Future research implications for other formats of Cricket apart from ODI matches and other sports are also discussed.

Keywords

Tacit Knowledge, Collective Mind, Sustained Competitive Advantage, Knowledge Ossification, Knowledge Management and Sports.
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  • Tacit Knowledge as a Source of Competitive Advantage in Cricket

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Authors

Naveed Yazdani
School of Professional Advancement and Associate Professor, Management School of Business & Economics, University of Management & Technology Lahore, Pakistan
Abdul Rasheed Kausar
Knowledge Management and Director, Institute of Applied Sciences, University of Management & Technology, Lahore, Pakistan

Abstract


This theoretical paper expounds the basic tenet of knowledge-based view (KBV) of the firm that tacit knowledge lies at the basis of sustained competitive advantage accrued to a company. This is because tacit knowledge embodies the intangible, valuable, rare, inimitable and non-substitutable human core capabilities and competencies. Taking lead from Berman et al. (2002) study of National Basketball Association (NBA), this paper proposes to use the notion of collective mind or stock of tacit knowledge of a Cricket team and suggests a positive relationship between shared team experience (a proxy for tacit knowledge) and team performance. The paper also suggests that over a period of time the relationship may turn negative because of the knowledge ossification or routinization of tacit knowledge schemas acquired by the players. Future research implications for other formats of Cricket apart from ODI matches and other sports are also discussed.

Keywords


Tacit Knowledge, Collective Mind, Sustained Competitive Advantage, Knowledge Ossification, Knowledge Management and Sports.

References