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THE IMPACT OF NEW INFORMATION AND TELECOMMUNICATION TECHNOLOGIES ON…

- - - - The electronic business or e-business refers to the way of carrying out business activity. The e-business describes the productive activities whose key operations, including management, financing, innovation, production, distribution, sales, among others, take place on and through the Internet or other computer networks.
      - The Networked Company
        In a highly competitive environment, companies often require high technological complexity to realize benefits through cost reduction and product differentiation.
        These levels of complexity imply, in turn, very high transaction costs when the activities are vertically or horizontally integrated, which leads us towards collaboration (or decentralization) with other more efficient companies in the use of these technologies as an instrument for cost reduction.
        
        The intensive use of ICT represents a qualitative leap in this process of both business and technological decentralization, since the improvement of obtaining, the decentralization process and knowledge in all elements of the value chain allows us to propose an organizational structure based on in network interconnections.
        
        The network company is only possible from an internal cultural change.
        
        The network company combines specialized assets, often intangible, under shared control.
        
        The network company is based on decision-making based on knowledge and not on hierarchy.
        
        Information management in the network company is based on direct communications, which cover all nodes.
        
        The network company is organized into multidisciplinary work teams of variable geometry.
        
        The relationships of the members of the network company go beyond the traditional contractual ties based on price, functional characteristics and level of service.
        
        The organizational solution proposed as "learning organization" is a horizontal organization, which corresponds to the process of the specific value chain necessary to take advantage of the specific opportunity posed by the market, made up of people and other media who possess the knowledge, skills and skills necessary to carry out the activities that are integrated through ICT, cooperating under premises of trust, with minimum hierarchical levels, adapting continuously, constituting an open and flexible system.
- - - - The Hypertext Organization.
        The approach of the Hypertext Organization carried out by Nonaka, I. and Takeuchi, H (1999), which although it could not be considered as a new structural model, is interesting to comment on since in the Western world this type of structure is little used, the same It is part of a knowledge creation model that is disseminated in the organization through dynamic interaction between individuals, which allows the transformation of tacit knowledge into explicit knowledge and vice versa, emerging from this continuous cycle a spiral of knowledge.
        
        Tacit Knowledge:
        Tacit knowledge is not very evident and difficult to express, according to Nonaka, I. and Takeuchi, H (1999) “this type of knowledge is very personal and is not easy to raise through formal language, so it is difficult to transmit it and share it with others ”.
        
        Explicit Knowledge:
        On the other hand, explicit knowledge if it is possible to express in numbers or in words, it is feasible to transmit and share with other people in the form of data, scientific formulas or procedures that everyone understands, explicit knowledge can be processed by a transmitted computer. via emails or saved in the database.
        
        The Knowledge Creation Organization:
        The preceding analysis and conceptualization is necessary to understand what a hypertext organization is and the creation of knowledge in the organization, what is intended with this model as explained by Nonaka, I. and Takeuchi, H (1999) “The requirement central to this design is that it provides a knowledge-creating company with the strategic ability to acquire, create, exploit and accumulate new knowledge continuously and repeatedly as part of a cyclical process ”.
- - - - The virtualization process of traditional economy companies and the need to convert knowledge as the main asset demands a greater effort in the management of human resources that, after all, are the generators of this knowledge.
        The offloading of bureaucratic tasks will allow the HR department to better focus on talent discovery and career design for those people who are especially desired to retain because they bring knowledge to the company.
- - - - For their part, clients are “all those who are impacted by what we do in our work” (Sosa, 2007: 15). Every company has two types of clients: internal, which are all the people who work with the company; and external customers, which are the customers who consume the company's products.
        
        Finally, when it comes to quality control, one can think that it is about doing everything perfectly, that is, if quality is doing everything right the first time; You might think that control is to ensure that everything is perfect, however, this is not the case.
        Control means keeping a process within established parameters and for control to be effective it must be exercised by the owner of the process. The purpose of the control is none other than to ensure the results.
- - - - Innovation models allow us to apply a methodology for the development of an idea, which leads us to a business opportunity. ... They all complement each other throughout the innovation process and any company can adopt them in order to innovate in different situations.
- - - - Experimentation: Experimentation can be defined as the degree to which new ideas and suggestions are attended to and treated in a friendly manner. Experimentation is the most supported dimension in the AO literature.
        
        Risk Taking: Risk taking can be understood as tolerance of ambiguity, uncertainty, and errors.
        
        Interaction with the external environment: We define this dimension as the degree of relations with the external environment. The external environment of an organization is defined as factors that are beyond the direct control of influence of the organization. It consists of the competitors, the economic system, the social system, the monetary system, and the political / legal system, among others.
        
        Dialogue: Brown and Duguid and Weick and Westley, point out the importance of dialogue and communication for organizational learning. Dialogue is defined as a sustained collective investigation into the processes, hypotheses, and certainties that make up daily experience.
        
        Participatory Decision Making: Participatory decision making refers to the level of influence that employees have in the decision-making process. Organizations implement participatory decision making to benefit from the motivational effects of greater employee involvement, professional satisfaction and commitment to the organization.
- - - - 1.Distinguish true organizational innovation.
        
        Build an anti-fragile culture.
        
        Determine the type of innovation you want or can achieve.
        4.Implement at least 4 characteristics of an ExO in your Talent Management processes.
        5.Evaluates the personality characteristics and key competences for innovation, both in Selection and Development.