The question of knowledge has long occupied philosophers and sociologists of science before attracting organisational researchers’ attention. Knowledge creation has become a central concern in organisations and research interest in theories on knowledge-based organisations has accelerated. Many scholars concur that organisational theorists have restricted their contributions within a Cartesian epistemology that ignores the fundamental debate around the complex nature of human knowledge. Considering the current state of research on knowledge management and its positivist prism, introducing a novel perspective is timely. Instead of furthering the prevailing positivist consensus on the treatment of human knowledge in organisations, this paper invites to a reflection on its ontological and epistemological foundations. More specifically, a Marxian approach is introduced with a view to challenging the positivist philosophical underpinning of organisational knowledge. The Marxian approach developed in this paper draws on development psychology and neurophysiology and underscores the benefits of adopting these lenses for an alternative interpretation of human knowledge in organisations. Accordingly, a view has been developed that knowledge resides in action downplaying the phrase knowledge in favour of knowing. While an epistemology of possession embodied by a static view on knowledge has been widely studied in literature, its pendant, an epistemology of practice or knowing is more challenging. Consequently, this paper opens a discussion on the benefits of integrating a psychological dimension to the study of organisational knowledge and provides new insights on knowing. The philosophical discussion of this conceptual paper concentrates on contrasting the positivist perspective that underpins human organisational knowledge as it is developed in literature, to a Marxian philosophy supported by developmental psychology and neurophysiology. The paper starts the discussion on positivism and its limitations before introducing alternative views drawing on Wittgenstein, Luria, Engeström and Vygoskty. Possible methodological perspectives that can improve our understanding of organisational knowledge are also introduced. The theories and frameworks that are used to fathom organisational knowledge are often grounded in a way of thinking from two decades ago. The research designs that are traditionally retained are bounded by an area of interest and the progress made are incremental improvement of past gold standards. This paper endeavours to stimulate the on-going debate on organisational knowledge to consider alternative theoretical positions, assumptions and frameworks. It is believed that developing partnerships between organisations studies and other disciplines such as developmental psychology provides an impetus to engage in meaningful partnerships with researchers of other disciplines to advance our understanding of organisational knowledge. This paper calls for exploring the opportunities that lie in the partnership between researchers from management studies and developmental psychology to further the field of organisational knowledge. Preliminary ontological and epistemological reflections on the treatment of human knowledge in organisations can lead to the development, extension, or adoption of new frameworks and perspectives that will help make sense of organisational knowledge and its management.