Today’s organizations are present in the knowledge era, but the dissemination of the relevance of organizational knowledge management is still incipient. Many managers are stuck in old patterns of management models and structures, seeing machines, financial capital and technologies as fundamental assets for the organization’s competitiveness. There is a long way to go for today’s organizations to adapt to the characteristics of the new organizations of the knowledge era. Paradigms in terms of management methods must be changed, as must the understanding of the assets that generate value for businesses, which have moved from factors linked to capital, labour and technology, to the intangible knowledge of members, which through organizational learning is made explicit and can be used as a competitive advantage and input for organizational innovation. These changes occur gradually, involving the organizational culture and the individuals within it.