Knowledge is widely recognized as a primary strategic resource for organizations. According to the resource-based view (RBV) of the firm, resources that are valuable, rare, difficult to imitate, and non-substitutable can provide a sustainable competitive advantage. Organizational knowledge, especially tacit knowledge embedded in processes, culture, and employee expertise, often meets these criteria. By effectively managing and leveraging this knowledge, organizations can foster innovation, improve decision-making, and enhance operational efficiency, thereby securing a superior market position.

B. False: This is incorrect. It contradicts foundational management theories like the resource-based view and the knowledge-based view of the firm, which explicitly identify knowledge as the most critical strategic asset in the modern economy for achieving competitive advantage.

1. Grant, R. M. (1996). Toward a Knowledge-Based Theory of the Firm. Strategic Management Journal, 17(S2), 109–122. In the introduction (p. 110), Grant states, "If the resource-based approach is to offer a theory of the firm, we must be more precise as to what kinds of resources are important. The resources which are of overwhelming importance are those which are knowledge-based." DOI: https://doi.org/10.1002/smj.4250171110

2. Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120. This seminal paper on the resource-based view (p. 101) defines firm resources to include "all assets, capabilities, organizational processes, firm attributes, information, knowledge, etc. controlled by a firm that enable the firm to conceive of and implement strategies that improve its efficiency and effectiveness." This explicitly includes knowledge as a key resource. DOI: https://doi.org/10.1177/014920639101700108

3. MIT Sloan School of Management. (2005). 15.390 New Enterprises, Lecture Notes, Session 3: Strategy. MIT OpenCourseWare. On page 10, under the "Resource-Based View of the Firm," the notes list "Know-how" and "Trade secrets" as examples of resources that can be a source of sustainable competitive advantage, reinforcing that knowledge is a strategic resource. Retrieved from https://ocw.mit.edu/courses/15-390-new-enterprises-spring-2005/resources/lecture3strate/