Mid-way into the twentieth century, the American economy (and other modern societies) began to shift from an industrial base to a knowledge base. That meant, somewhat simplistically, that the majority of work shifted from fabrication, assembly, and other physical-labor-intensive “manufacturing” tasks to labor of a more knowledge-intensive nature. As the nature of the work changed, so too did the nature of the workers.
With the decline of the industrial base of the American economy, attention of scholars shifted to the new worker in what is variously called the “Information Age,” the “Knowledge Economy,” and the “Post-Industrial Society.” Drucker (1968), Bell (1972), and Mankin (1978), for example, described a new generation of “knowledge workers.” Others (Deming, 1982; Senge, 1990; Tingstad, 1991; Sapienza, 1995; Horibe, 1999; Tapscott and Ticoll, 2003; Glen, 2003; Bennet and Bennet, 2004; Davenport, 2005) described how the characteristics of these new workers demand new patterns of organizational structures and transactions, new ways of designing and managing work systems, and new paradigms of leadership and management. Etzioni (1968) saw the emerging preeminence of knowledge as a force that would reshape societies as a whole.
Toffler (1970, 1980, 1990), Naisbitt (1982, 1996), and others (Naisbitt and Aburdene, 1990) introduced this phenomenon to the popular press.