If legal knowledge can generate a sustainable competitive advantage in organizations, then what characteristics of managers and firms best cultivate that knowledge? Given that few managers currently perceive law as a strategic tool, development of a strategy is likely to offer firms an advantage that rivals will be slow to replicate. This chapter highlights two categories of variables. First, the attitudinal perception of managers influences the utilization of legal knowledge through their perceived legitimacy of legal rules, self-efficacy toward legal processes, organizational citizenship, and views of legal experts and the legal process. Second, the attributive characteristics of an organization, such as the presence of a lawyer-CEO, role of legal experts, structure of legal staffing, and regulatory intensity of the legal environment, influence how legal knowledge is deployed. This part concludes that both attitudinal and attributive variables can encourage the acquisition of legal knowledge, which can in turn proliferate the use of legal knowledge as a valuable strategic resource.