Lewin’s (1947) tripartite approach seems forgotten and hence to be considered of no value when organisational structures are initiated. Proposals for organisational structures, architectures and staff interactions as the panacea to organisational problems appear to have had limited success (Zack, 2000; Massini, Lewin and Pettigrew, 2001; Feher, 2004 and Garezzi and Terzi, 2005). This raises the question what types of organisational knowledge are wealth-producing. It seems advisable to search for alternatives to organisational knowledge. Objectives based knowledge is reported. It consists of efforts to focus on the links between individual objectives and organisational resources
