{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,29]],"date-time":"2026-04-29T01:31:17Z","timestamp":1777426277202,"version":"3.51.4"},"reference-count":36,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2001,3,1]],"date-time":"2001-03-01T00:00:00Z","timestamp":983404800000},"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":[[2001,3,1]]},"abstract":"<jats:p>Knowledge is a resource that is valuable to an organization\u2019s ability to innovate and compete. It exists within the individual employees, and also in a composite sense within the organization. According to the resource\u2010based view of the firm (RBV), strategic assets are the critical determinants of an organization\u2019s ability to maintain a sustainable competitive advantage. This paper will combine RBV theory with characteristics of knowledge to show that organizational knowledge is a strategic asset. Knowledge management is discussed frequently in the literature as a mechanism for capturing and disseminating the knowledge that exists within the organization. This paper will also explain practical considerations for implementation of knowledge management principles.<\/jats:p>","DOI":"10.1108\/13673270110384365","type":"journal-article","created":{"date-parts":[[2007,4,13]],"date-time":"2007-04-13T10:05:17Z","timestamp":1176458717000},"page":"8-18","source":"Crossref","is-referenced-by-count":425,"title":["Managing organizational knowledge as a strategic asset"],"prefix":"10.1108","volume":"5","author":[{"given":"Audrey S.","family":"Bollinger","sequence":"first","affiliation":[]},{"given":"Robert D.","family":"Smith","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022020620305048600_B1","doi-asserted-by":"crossref","unstructured":"Basu, A. 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