Within dynamic 21st century knowledge economies, future-building knowledge, that bears capacities to transcend existing boundaries and create something new, is of particular importance. Within the first decade of the new century, new concepts such as "learning from the future" or "self-transcending knowledge" developed within knowledge management. So far, they lacked a theoretical grounding in relevant learning theory as well as a sound acknowledgement and consideration of such knowledge structures' emergence and social embeddedness. Thus, key principles and leverage factors for designing respective knowledge processes were difficult to derive. This dissertation investigates theoretical ground that can provide a basis to explain the creation of future-building knowledge in collective structures. It is guided by the following research question: "How can the emergence of self-transcending knowledge in collective organizational settings be rooted in theories of knowledge, learning and cognition?" Starting from the model of knowledge-based management, the model is expanded by exploring cognitive, creative and social systemic aspects of knowledge creation on a transdisciplinary basis. Research draws on constructivist learning theory, complexity-based approaches in knowledge management and organizational learning, recent accounts in cognitive science (enaction/embodiment) and a creative logic of emergence to derive an integrated model for collective self-transcending knowledge. The model contributes to the integration of knowledge management, organizational learning and cognitive science, expanding knowledge-based management towards attention-based management. The model's three dimensions and three domains form an integrated theoretical basis to derive key principles and leverage factors for steering future-building knowledge processes. Simultaneously, they reveal leverage factors' limited - i.e. enabling, not determining - impact on processes of "organizing future". (author's abstract)