1999/04/01 by Michael H. Zack · 2,171 citations
Business, Management and Accounting · #Business #Business Strategy and Innovation #Competitive advantage #Competitive and Knowledge Intelligence #Competitor analysis #Computer science #Exploit #Innovation and Knowledge Management #Knowledge management #Knowledge value chain #Marketing #Organizational learning #Position (finance) #Process management #Resource (disambiguation) #Resource-based view #SWOT analysis #Strategic management #Strengths and weaknesses
paper · doi:10.2307/41166000
published in California Management Review 41(3), 125-145 (SAGE Publishing)
openalex publication_date 1999/04/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/08/02
Today, knowledge is considered the most strategically important resource and learning the most strategically important capability for business organizations. However, many initiatives being undertaken to develop and exploit organizational knowledge are not explicitly linked to or framed by the organization's business strategy. In fact, most knowledge management initiatives are viewed primarily as information systems projects. While many managers intuitively believe that strategic advantage can come from knowing more than competitors, they are unable to explicitly articulate the link between knowledge and strategy. This article provides a framework for making that link and for assessing an organization's competitive position regarding its intellectual resources and capabilities. It recommends that organizations perform a knowledgebased SWOT (strengths, weaknesses, opportunities, and threats) analysis, comparing their knowledge to that of their competitors and to the knowledge required to execute their own strategy.