Research on knowledge management success often focuses on aggregate concepts of knowledge management capabilities when assessing their impact on organizational effectiveness. As such, little is known about the role of the individual resources that make up an organization's knowledge management capability and their impact on organizational effectiveness. To better understand these relationships, this study investigates a component model of knowledge management capabilities. Data collected from 189 managers and structural equation modeling are used to assess the research model. The results show that individual resources are differentially related to organizational effectiveness, with only some resources (e.g. organizational structure) having significant relationships vis-à-vis organizational effectiveness and others exhibiting null effects. Implications for practice and future research are discussed.