Exploiting organisational vulnerabilities as dark knowledge: conceptual development from organisational fraud cases

Abstract

Purpose This paper aims to assert that knowledge of organisational weaknesses, vulnerabilities and compromise points (here termed “dark knowledge”), is just as critical to organisational integrity and hence, must also be managed in a conventional knowledge management sense. However, such dark knowledge is typically difficult to identify and accordingly, few studies have attempted to conceptualise this view. Design/methodology/approach Using a background of fraud diamond theory, the authors examine this dark knowledge using a case study analysis of fraud at a large Asia-Pacific telecommunications provider. Semi-structured interviews were also conducted with the firm’s fraud unit. Findings The authors identify six components of dark knowledge, being artefactual knowledge, consequential knowledge, knowledge of opportunity, knowledge of experimentality, knowledge of identity and action and knowledge of alternativity. Originality/value To the best of the authors’ knowledge, this is the first paper to identify a knowledge type based on organisational compromises and vulnerabilities. The paper shows that accounts of organisational weakness can yet provide knowledge insights.