Introduction Several organizations have appeared in human history that fostered innovation and economic growth. We can think of the city state and the business corporation. These were nontraditional organizations that needed to attract outsiders to grow. Leaving tradition behind opens opportunities for growth, but can also cause war and destruction. Which path societies will take depends on whether either destructive or creative forces become dominant. Which forces prevail will largely depend on what route is expected to bring success. Do we want to exploit and control other people or do we want to engage in discourse and discover their (hidden) potential? Positive images of man spur investment and discourse. Negative views curb investment and hinder communication. Management has become an essential tool of modern organizations that aspire to grow and make profits. Management theory has been through several changes since its inception. This chapter wants to analyze how management theory has changed to grasp the dynamics of modern organizations. Innovative organizations need to evoke ideas and organize discussion to make the best use of human capital. They should prevent sabotage and stop people from using the organization for their own purposes. The challenge of the knowledge economy is how to mobilize human capital for performance. This chapter wants to unravel how successful organizations past and present have addressed these questions.