approach, in which he explored the use and abuse of information in the context of infighting, resource hoarding, and political battles as well as appropriate management in such a context. Simard (2000) states that knowledge is inextricably linked to organizational mandates. Some providers strive for objectivity, others selectively disseminate information and knowledge, while still others use information to further their agenda. Users must understand that information is not innocent, and that all information is not created equal. Knowledge organization topics Network dimension Knowledge organizations have a network dimension. Davis (1977) states that networks would not replace hierarchies, but that the two would coexist within a broader organizational concept. Similarly, Amidon (1997) points out that traditional industrial-era hierarchies are neither flexible nor fluid enough to mobilize an organization's intellectual capacity and that much less constrained networked organizational forms are needed for modern decision making. Tapscott (1998) notes that there is an underlying logic and order to the emerging digital organizational form. It is networked, involves multiple enterprises, is based on core competencies, and knowledge is actively created, exchanged, and used. Behavioral approach There is also a behavioral approach. Bartlett (1999)[9] indicates that organizational structure is just a skeleton. Knowledge organizations also have a physiology in the form of the flow of information and knowledge, as life-blood. They also have a psychology represented by people's values and how they act as individuals and collectively. Collective intelligence Knowledge organizations also have collective intelligence. Liautaut (2001) points out that in the knowledge economy, being an intelligent business is not only a prerequisite to winning, but even to compete in the first place. In a fluid, fast-paced knowledge market, companies that can find and exploit the slightest advantage for faster, better decision making will dominate. He also indicates that the greater the exchange of data and information across an organization, the more intelligent it will be. Organizational knowledge The knowledge in organizations is more complicated. Except from formal and informal documents, Davenport & Prusak’s (1998) also introduced routines, processes, practices and norms. It may therefore be clear that organizational knowledge is much more than a sum of all the individual knowledge (see Bhatt, 2000a). In a survey conducted by Cranfield University (1998) it became clear that most of the knowledge an organization needs, already exists in the organization, but that finding and identifying it were the problems (see also Hinds &Pfeffer, 2001). This has several