 Definition Causal Ambiguity? Meaning.
Causal Ambiguity is the situation where it is hard
or even impossible to relate the consequences or effects of a phenomenon to
its initial states or causes.
One area were this phenomenon is well known is the development of the prices of shares, options, futures, and similar products on exchanges (picture).
But is phenomenon is also very common in
strategy where it is often impossible to determine
whether the success of a company is due to solid strategic thinking or due
to sheer luck.
That is particularly relevant for the Resource-based View, because it is a condition that prevents both a firm and its rivals from determining the causes of the firm's above average performance. This may arise because a competence is complex, tacit, or firm specific; or because the causal path from the competence to performance is impossible to specify; or because a large number of competencies interact in ways that resist precise articulation and imitation.
Also causal ambiguity applies to leadership: are
the actions, charisma or vision of the CEO the reason for the success of his
corporation, or was he just at the right place at the right moment?
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Causal Ambiguity Special Interest Group
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Special Interest Group (31 members)
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Forum about Causal Ambiguity
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The most recent topics about: Causal Ambiguity.
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NEW Examples of Causal Ambiguity
Many are intimidated just by hearing the words 'causal ambiguity' thinking they might not understand the concept. Well, (...)
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Best Practices about Causal Ambiguity
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Here you will find the most valuable ideas and practical suggestions.
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Expert Tips about Causal Ambiguity
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Here you will find professional advices by experts.
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Information Sources about Causal Ambiguity
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Here you will find powerpoints, videos, news, etc. to use in your own lectures and workshops.
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How to Improve Strategic Decision Making? Strategic Decision Making, Cognitive Bias, M&A, Corporate Finance (...)
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Compare with: Cognitive
Bias | Paralysis
by Analysis |
Analogical Strategic
Reasoning |
Bounded Rationality |
Strategy Dynamics
| Feedback Loops
| Tacit Knowledge
| TRIZ |
Lateral Thinking |
Synectics | Chaordic Organization
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