Purpose -Knowledge management (KM) has emerged as a strategy to improve organizational competitiveness. Our purpose is to identify the relationship between KM and the firm's competitive advantage. Design/methodology/approach -We review the existing literature on KM and strategy formulation. We utilize the resource-based view approach as a lens for fitting KM with strategic planning. The concept of strategy and KM integration is introduced. Findings -We relate KM strategies to business strategy through a thorough review of the literature. Research limitations/implications -Future research should investigate the circumstances under which KM can create a sustainable competitive advantage within the framework of the RBV. Another area involves the investigation of the degree of integration between the competitive strategy and KM strategy. Practical implications -A very useful source of information for practitioners to refine their thinking about KM and the firm strategic resources. It offers the practitioner a framework for understanding strategy concepts while illustrating how we can derive business results from KM. Originality/value -This paper offers practical help for corporate executives and practitioners embarking in a KM initiative or program.

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PurposeAs businesses continue to forge ahead in the twenty‐first century, knowledge management (KM) has materialized as a significant differentiator. The process of creating new knowledge, sharing, and preserving such knowledge, is crucial for achieving competitive advantage. To gain maximum benefit from new knowledge, it must be efficiently integrated into the organization within a continuous knowledge life cycle. In this respect, mentoring is becoming ever more effective as a means to facilitate knowledge creation and sharing and build intellectual capital. This study aims to examine how both formal and informal mentoring enhances KM in the Lebanese banking sector.Design/methodology/approachProfessionals in the Lebanese banking sector were surveyed to measure their perception of the impact of mentoring on their willingness to share information within the organization on both a formal and informal basis. A Pearson correlation was conducted to test the hypotheses.FindingsResults suggest that informal mentoring is highly correlated with KM; whereby the more employees practice mentoring willingly the more knowledge will be shared, preserved, and used within the organization. However, there was little support for formal mentoring.Practical implicationsThe results suggest that management should be highly supportive of informal mentoring as a means to capture and retain organizational knowledge. They should design and reward informal mentoring processes within the organization.Originality/valueThis paper adds to the existing mentoring literature by empirically testing the relationship between mentoring and KM.

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