With the advent of knowledge management, intellectual capital is gaining increasing recognition as the only true strategic asset. This has led to a proliferation of organizational knowledge management systems (OKMS), for managing intellectual capital. This article addresses the question: “Are OKMS strategic assets within the context of the resource‐based view?” Two views of OKMS emerge – the technical and the socio‐technical view. An analysis of OKMS from each perspective is presented and their resultant implications on the competitive position of the firm explained. The findings indicate that, for a firm to reap long‐term strategic benefit from OKMS, it should adapt the broader socio‐technical view when developing, implementing and managing its OKMS. This suggests that firms need to consider not only the technology but also the organizational infrastructure, the organizational culture and the people who form the OKMS, and the knowledge that is to be processed by these OKMS.

Using theories of technology acceptance and technology transfer, we identified factors affecting the use of mobile information and communication technology (mobile ICT) in the least developed countries (LDCs), specifically sub-Saharan Africa. From a literature review, we developed a research model to describe factors that impact mobile ICT use and formulated a series of hypotheses about them. We then surveyed mobile ICT users in Kenya and Nigeria and created a structural model to examine our hypothesized relationships. Our findings indicate that access to mobile ICT, and cultural influences on mobile ICT diffusion, strongly influence individuals' perceptions of the usefulness and ease of use of mobile ICT.Individuals' perceptions about the reliability of mobile ICT influence use of these technologies significantly. The results suggest that, although extensive ICT diffusion (high mobile ICT levels per capita) may be necessary for seeding commercial and economic initiatives that depend heavily on mobile ICT, such as m-commerce, it may not be sufficient. Firms conducting business in sub-Saharan Africa need to pay attention to the factors that explain individual mobile ICT use because these factors will most likely determine the optimal market segmentation, business development and customer service strategies for leveraging m-commerce operations in that region. For government units, the understanding of such factors would also be beneficial in aiding economic planning and commerce.The global diffusion of mobile information and communication technology (mobile ICT) has been unprecedented, expanding from 50 million in 1999 to over one billion by the end of Systems, 6, 7-34. Information technology adoption across time: a crosssectional comparison of pre-adoption and post-adoption beliefs. MIS Quarterly, 23, 183-213. Kim, C.S. (2003) A comparison of perceived importance of information systems development strategies by developers from the United States and Korea. Information Resources Management, 16, 1-18. Legris, P., Ingham, J. & Collerette, P. (2003) Why do people use information technology? A critical review of the technology acceptance model. Information and Management, 40, 191-204. Light, D.A. (1999) Pioneering distance education in Africa. Harvard Business Review, 27, 26. Madon, S. (1997) The information based global economy and socio-economic development.

Today's environments of increasing business change require software development methodologies that are more adaptable. This article examines how complex adaptive systems (CAS) theory can be used to increase our understanding of how agile software development practices can be used to develop this capability. A mapping of agile practices to CAS principles and three dimensions (product, process, and people) results in several recommendations for "best practices" in systems development.

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