One of the issues on which various researchers from organizations agree is that they are dynamic and that the only constant is change. Likewise, given the vertiginous technological advance in a globalized world in recent decades, organizations have had to be forced to adopt new technological tools such as management and train their workers in the efficient use of them, as the only alternative to survive in the market. It is there where a widely studied topic becomes relevant, but it should be of primary interest in organizations, knowledge management.
We can understand knowledge management as the continuous learning process in an organization to make workers more creative and innovative so that they are more accurate in decision-making, can provide a faster response to market needs, and obtain sustainable development that makes them more competitive.
Let's see the main trends that have influenced knowledge management:
- The emergence of flat and flexible organization. The transformation of the economy to a knowledge economy. The short durability of knowledge. Shifting focus from permanent employment to permanent employability. Fundamental changes in the global education market.
The emergence of flat and flexible organization
Successful organizations tend to be flatter and less hierarchical than they were 20 or 25 years ago. They are distinguished by having: Fewer limits on actions, greater and faster communication between senior management and workers, their suppliers, their clients and the institutions that provide them with knowledge.
These organizations are characterized by the decentralization of decision-making, and they value: Teamwork against individualism, global markets against domestic ones, maintaining long-lasting relationships with their clients and suppliers against making profits in the short term.
The transformation of the economy to a knowledge economy.
All of these changes require new roles to be played and workers to have to develop new specific skills. Workforce education and skills are the competitive key in this century.
Not only are more workers now knowledge workers - they have replaced the muscles with the brain - but the intellectual component in various jobs has increased. Now the necessary skills are more mental than manual.
The short durability of knowledge
Knowledge quickly becomes obsolete. The durability and competitiveness of a university degree depends on the ability of graduates to update their knowledge permanently .
Organizations are becoming aware of the need and obligation to learn and educate, because in this knowledge economy continuous learning is required to develop the skills necessary to have a competitive workforce
The shift in focus from permanent employment to permanent employability.
Employers are giving workers the opportunity to develop employability against increased productivity and some degree of involvement with the organization's mission while working there.
A by-product of this new contract is to transfer the responsibility to learn, from the training area to the worker and his boss.
Fundamental changes in the global education market.
Large organizations have formed corporate universities - essentially with pillars, training, and educational facilities - that have emerged out of the need to learn for life.
In this sense, finding ourselves already in the second half of the 21st century in an uncertain and changing environment in the economic and geopolitical sphere, organizations must adapt to changes, but to do so successfully they must have committed and identified human resources with their organization, but also trained and highly competitive, knowledge management in organizations being a key factor for this.
