“The "flow of information" through human communication channels is enormous. So far no theory exists, to our knowledge, which attributes any sort of unambiguous measure to this "flow."”

Anatol Rapoport (1969) in: Modern Systems Research for the Behavioral Scientist. p. 139
1960s

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Anatol Rapoport45

Russian-born American mathematical psychologist 1911–2007

Ludwig von Bertalanffy (1901–1972) austrian biologist and philosopher

Source: General System Theory (1968), 2. The Meaning of General Systems Theory, p. 41

“[Knowledge assets are] stocks of knowledge through which different value added services flow.”

Max Boisot (1943–2011) British academic and educator

Source: Knowledge Assets, 1998, p. 3.; as cited in: Evans, M. M., and Natasha Ali. "Bridging knowledge management life cycle theory and practice." 2013.

“China [is a] society which forbids any flow of the information and freedom of speech. This is on record, so everybody should know this.”

Ai Weiwei (1957) Chinese concept artist

2010-, Digital Activism in China, 2010

“Management, often visualized as the complex hierarchy which is familiar in organization charts, operates a simple control system, with information flowing up through a succession of filters, and decisions and instructions flowing downwards through a succession of amplifiers.”

Tom Burns (1913–2001) British sociologist

Source: The Management of Innovation, 1961, p. 5; as cited in: David Dugdale, Stephen Lyne. Budgeting Practice and Organisational Structure. Elsevier, 18 jan. 2010. p. 68-69
Context: In mechanistic systems the problems and tasks facing the concern as a whole are broken down into specialisms. Each individual pursues his task as something distinct from the real tasks of the concern as a whole, as if it were the subject of a subcontract. "Somebody at the top" is responsible for seeing to its relevance. The technical methods, duties, and powers attached to each functional role are precisely defined. Interaction within management tends to be vertical, i. e., between superior and subordinate... Management, often visualized as the complex hierarchy which is familiar in organization charts, operates a simple control system, with information flowing up through a succession of filters, and decisions and instructions flowing downwards through a succession of amplifiers.

“It [knowledge] is clearly related to information, which we can now measure; and an economist especially is tempted to regard knowledge as a kind of capital structure, corresponding to information as an income flow. Knowledge, that is to say, is some kind of improbable structure or stock made up essentially of patterns — that is, improbable arrangements, and the more improbable the arrangements, we might suppose, the more knowledge there is.”

Kenneth E. Boulding (1910–1993) British-American economist

Source: 1960s, Beyond Economics: Essays on Society, 1968, p. 142