Increasingly, organizations will be regarded as joint human-computer knowledge processing systems. This perspective has important implications for the design, management, and success of an organization. A knowledge-based organization is viewed as a society of knowledge workers who are interconnected by a computerized infrastructure. Their work with various distinct kinds of knowledge is supported in a coordinated, cooperative manner by the computerized infrastructure. The dominant features of this organization are: 1. local workstations, 2. support centers, 3. communications paths, and 4. distributed knowledge storehouses. The management of a knowledge-based organization starts with careful planning of its design and construction. A planfor increasing, using, and preserving a firm's knowledge-based resources should have long-term strategic aspects that provide a framework for developing operational plans. Each of the traditional functional areas of management can make important contributions to the realization of viable knowledge-based organizations.