[3] These resources contribute to lower costs, foster innovation and creativity, improve efficiencies, and deliver customer benefits.
[1][2][4][5] This knowledge is embedded and carried through multiple entities including organizational culture and identity, policies, routines, documents, systems, and employees.
Originating from the strategic management literature, this perspective builds upon and extends the resource-based view of the firm (RBV) initially promoted by Penrose (1959) and later expanded by others (Wernerfelt 1984, Barney 1991, Conner 1991).
Although the resource-based view of the firm recognizes the important role of knowledge in firms that achieve a competitive advantage, proponents of the knowledge-based view argue that the resource-based perspective does not go far enough.
Specifically, the RBV treats knowledge as a generic resource, rather than having special characteristics.