%0 Journal Article
%T The causal ambiguity paradox: Deliberate actions under causal ambiguity
%A Cynthia Lengnick-Hall
%A Derrick McIver
%J Strategic Organization
%@ 1741-315X
%D 2018
%R 10.1177/1476127017740081
%X Causal ambiguity describes a lack of understanding of cause-and-effect interactions between resources and competitive advantage. As a central construct in strategic management, causal ambiguity constrains a firm¡¯s ability to replicate valuable capabilities internally, yet, simultaneously, offers a means of protecting those capabilities from imitation by external agents. This analysis shifts the paradigm from looking at casual ambiguity as a given characteristic within organizations and examines the causal ambiguity paradox by looking at how organizations can strategically act on causal ambiguity as a mechanism for extending advantages. Specifically, we suggest actions that deliberately manage causal ambiguity can be a strategic capability and extend competitive advantages
%K causal ambiguity
%K resource-based view
%K strategic management
%U https://journals.sagepub.com/doi/full/10.1177/1476127017740081