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Competitive advantage grows from firm-specific knowledge. So theories relating strategy to knowledge require a typology, much as Polanyi distinguished tacit from objective knowledge. Ethnographic research suggests separating tacit knowledge into three sub-types: conscious, automatic and communal. Each has different strategic implication. EMI's experience of CAT scanning illustrates their interplay.
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J.‐C. Spender (1993) studied this question.
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