Building on the Governing Knowledge Commons (GKC) framework, this chapter examines how processes of knowledge production, transmission, and utilization give rise to various collective action problems and how firms address these problems. Drawing on stakeholder theory in management studies, the chapter distinguishes three governance models – the hub-and-spoke model, the lead role governance model, and the shared governance model – each offering different solutions to these challenges. A case study of the famous Czech firm Bat’a Enterprises in the early twentieth century demonstrates the practical application of the lead role governance model, which grants employees high autonomy while maintaining management’s central role in strategic decisions. Through profit-sharing schemes, decentralized workshops, and internal education, Bat’a effectively aligned individual incentives with the firm’s goals, mitigating collective action problems and fostering innovation. By analyzing Bat’a’s success, this chapter contributes to the understanding of knowledge governance in firms and underscores the connections with the GKC framework and Ostrom’s design principles.