{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,2,7]],"date-time":"2026-02-07T14:43:07Z","timestamp":1770475387603,"version":"3.49.0"},"reference-count":27,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2000,9,1]],"date-time":"2000-09-01T00:00:00Z","timestamp":967766400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2000,9,1]]},"abstract":"<jats:p>With the advent of knowledge management, intellectual capital is gaining increasing recognition as the only true strategic asset. This has led to a proliferation of organizational knowledge management systems (OKMS), for managing intellectual capital. This article addresses the question: \u201cAre OKMS strategic assets within the context of the resource\u2010based view?\u201d Two views of OKMS emerge \u2013 the technical and the socio\u2010technical view. An analysis of OKMS from each perspective is presented and their resultant implications on the competitive position of the firm explained. The findings indicate that, for a firm to reap long\u2010term strategic benefit from OKMS, it should adapt the broader socio\u2010technical view when developing, implementing and managing its OKMS. This suggests that firms need to consider not only the technology but also the organizational infrastructure, the organizational culture and the people who form the OKMS, and the knowledge that is to be processed by these OKMS.<\/jats:p>","DOI":"10.1108\/13673270010350020","type":"journal-article","created":{"date-parts":[[2002,7,28]],"date-time":"2002-07-28T18:48:52Z","timestamp":1027882132000},"page":"224-234","source":"Crossref","is-referenced-by-count":198,"title":["A resource\u2010based view of organizational knowledge management systems"],"prefix":"10.1108","volume":"4","author":[{"given":"Peter","family":"Meso","sequence":"first","affiliation":[]},{"given":"Robert","family":"Smith","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022020619575716900_B1","doi-asserted-by":"crossref","unstructured":"Carayanis (1998), \u201cThe strategic management of technological learning in project\/program management: the role of extranets, intranets and intelligent agents in knowledge generation, diffusion, and leveraging\u201d, Technovation, Vol. 18 No. 11, pp. 697\u2010703.","DOI":"10.1016\/S0166-4972(98)00065-0"},{"key":"key2022020619575716900_B2","unstructured":"Chaffey, D. 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(1999), \u201cBuilding a world class logistics, distribution and electronic commerce infrastructure\u201d, Electronic Markets, Vol. 9 No. 3, pp. 174\u201080.","DOI":"10.1080\/101967899359076"},{"key":"key2022020619575716900_B23","unstructured":"Spitzer, D.R. (1996), \u201cRewards that really motivate\u201d, Management Review, May, pp. 45\u201050."},{"key":"key2022020619575716900_B24","unstructured":"Stross, R. (1997), \u201cMr Gates builds his brain trust\u201d, Fortune, 8 December, pp. 84\u201098."},{"key":"key2022020619575716900_B25","unstructured":"Sviokla, J.J. (1996), \u201cKnowledge workers and radically new technologies\u201d, Sloan Management Review, Summer, pp. 25\u201040."},{"key":"key2022020619575716900_B26","doi-asserted-by":"crossref","unstructured":"Wernerfelt, B. 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