This work deals on strategy and knowledge, asking why organizations fail to leverage the knowledge assets that go beyond those defined by the organizational strategy and can generate additional value for its stakeholders expressive. These knowledge assets that are beyond those required by the roles and functions, here called 'cognitive surplus', could induce strategic flexibility, create distinctive intangible assets and generate additional value. However, the logic of the traditional strategy based on efficiency and rationality defines the demanded knowledge and creates a rule, a strategic rigidity that limits the space for contributions arising from the cognitive surplus that may not be directly related to the goals and targets established in the strategic plan. Another logic based in the cultures of participation, abundance and generosity is brought to account , in which the following boundary conditions can be observed: (i) cognitive surplus can be identified as rare, valuable, non substitutable, difficult to imitate and derived from long processes of development, therefore, they can distinguish the organization from the others of the sector; (ii) the cognitive surplus can induce new dynamics of operation for enabling contexts, and (iii) enabling contexts can act as potential places for disclosure, mobilizing and use of these surpluses. The research used, predominantly, the method, procedures, and qualitative techniques. Specialists who work as researchers and consultants with recognized projection in Strategy, Knowledge Management and People Management were interviewed. The results showed how organizations deal with the cognitive surplus; what organizations could do with the cognitive surplus; barriers that rise to the disclosure, mobilization and use of these surpluses; which governs the creation of current contexts; the existence or no interaction spaces intentionally constructed by organizations; the attitudes of members of organizations in relation to cognitive surplus; and, the perceived benefits which cognitive surplus can bring to the significant stakeholders of the organization.