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Richard_Araya_Dissertation.pdf (2.25 MB)
ETD Abstract Container
Abstract Header
Casual Ambiguity and its Impact on Firm Performance
Author Info
Araya, Richard I.
Permalink:
http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568627761609538
Abstract Details
Year and Degree
2010, Doctor of Management, Case Western Reserve University, Weatherhead School of Management.
Abstract
Strategic management literature has recognized that the presence of causal ambiguity plays a pivotal role in generating differences in obtained rents. At the same time, causal ambiguity may hamper internal diffusion of capabilities within the firm negatively affecting its performance (Szulanski, 1996). Overall, the relationship between dynamic capabilities, causal ambiguity and firm performance has remained poorly understood. In this doctoral study, we seek to address this gap by developing a causal model that depicts how management perceptions of causal ambiguity mediate the effects of the firm’s competencies on firm performance. Three mixed method studies together provide a rich account of how managers respond to causal ambiguity and its effects on firm performance. The first study examines the extent to which characteristics of managers are related to ambiguity. The second study based on qualitative interviews shows that a holistic approach to firm operations addresses causal ambiguity more effectively than attempts to address ambiguous situations separately. The third study analyzes using a survey methodology how ambiguous competencies are deployed within the organization and to what extent causal ambiguity mediates the effects of firm competencies. The results suggest two important considerations for management practice. First, participative leadership style, open climate, and congruent sustained values should be considered for their positive impact on reducing causal ambiguity. Second, the managerial climate and organizational values have also an effect in decreasing causal ambiguity.
Committee
Kalle Lyytinen, Ph.D. (Advisor)
Richard Boland, Ph.D. (Advisor)
Subject Headings
Management
Keywords
Casual ambiguity
;
firm performance
;
resource-based theory
;
competitive advantage
;
transfers of competencies
;
imitation
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Citations
Araya, R. I. (2010).
Casual Ambiguity and its Impact on Firm Performance
[Doctoral dissertation, Case Western Reserve University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568627761609538
APA Style (7th edition)
Araya, Richard.
Casual Ambiguity and its Impact on Firm Performance.
2010. Case Western Reserve University, Doctoral dissertation.
OhioLINK Electronic Theses and Dissertations Center
, http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568627761609538.
MLA Style (8th edition)
Araya, Richard. "Casual Ambiguity and its Impact on Firm Performance." Doctoral dissertation, Case Western Reserve University, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568627761609538
Chicago Manual of Style (17th edition)
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Document number:
casedm1568627761609538
Download Count:
216
Copyright Info
This document is provided by Case Western Reserve University Doctor of Management for research and educational purposes, and may be under copyright by the author or the author's heirs. Please contact the ETD Center administrator at Case Western Reserve University Doctor of Management
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This open access ETD is published by Case Western Reserve University Doctor of Management and OhioLINK.