What makes resources and competences difficult to imitate?

Unique location

Causal ambiguity

Social complexity – myriad of relationships within and outside the organization

Patent protection

Organizational culture

First mover advantage / experience

Reputation
Causal ambiguity
And finally....

The paradox of
tacit knowledge.
 Playing music
Parts
Running a race

Subsidiary Awareness Knower Focal Awareness

Solving a problem
Relationships
between parts Teaching

Making strategy

Adapted from: Polanyi (1958; 1966); Tsoukas (2001)

Airbnb Value Chain and Value System
Look into some of the external issues that are affecting Airbnb.
Taking these external issues into account, where in Airbnb’s ‘Value
System’ should Airbnb focus their attention?
Airbnb VRIO
Value Rarity Inimitability Organization Advantage?
Customer base
Technology
Platform
Employee skills
Organizational
culture
Marketing of
properties
Brand
awareness
Brand
reputation
Useful references
Barney, J., & Hesterly, W. (2014). Strategic Management and Competitive Advantage. Pearson.
(Chapter 3)
Hamel, G., & Prahalad, C. (1990). The core competence of the corporation. Harvard Business
Review, May-June 1990, 79-91.
Johnson, G., Scholes, K., Whittington, R., Angwin, D., & Regner, P. (2017). Exploring Strategy.
Pearson. (Chapter 4 and 7).
Porter, M. (1980). Competitive Strategy. Free Press.
Porter, M. (1985). Competitive Advantage. Free Press.
Porter, M. (1996). What is Strategy? Harvard Business Review, 74(6), 61-78.
Useful References
Polanyi, M. (1958). Personal Knowledge: Towards a Post-Critical Philosophy. Chicago University
Press: Chicago
Polanyi, M. (1966). The Tacit Dimension. University of Chicago Press: Chicago
Tsoukas, H. (2012). How should we understand tacit knowledge: A phenomenological view. In M.
Easterby-Smith & M.Lyles (eds). The Handbook of Organizational Learning and Knowledge
Management, 2nd Edition (pp. 453-476)