The challenge of knowledge corruption in high velocity, turbulent environments
| Pages | 508-523 |
| DOI | https://doi.org/10.1108/VJIKMS-07-2015-0039 |
| Published date | 14 November 2016 |
| Date | 14 November 2016 |
| Author | John F. Mahon,Nory B. Jones |
| Subject Matter | Information & knowledge management,Knowledge management,Knowledge management systems |
The challenge of knowledge
corruption in high velocity,
turbulent environments
John F. Mahon and Nory B. Jones
Maine Business School, University of Maine, Orono, Maine, USA
Abstract
Purpose – This paper aims to explore a new concept of knowledge corruption (KC) within knowledge
management with a focus on KC in high-velocity, turbulent environments (HVTEs) and its impact on
business and military competitive advantage.
Design/methodology/approach – The conceptual paper explores existing literature and then
develops new models involving the impact of KC on knowledge transfer and the moderating variables
of culture and leadership in HVTEs.
Findings – Several new models are proposed including knowledge transfer and corruption in HVTEs
with possible forms of KC, the relationships of variables in tacit knowledge transfer (TKT) and KC in
HVTEs and organizational archetypes for TKT and KC.
Research limitations/implications – While the literature review provides a decent analysis of
existing theories and models, the review is not exhaustive, and there may be alternative models and
theories not covered.
Practical implications – The development of new models and theories within the eld of knowledge
management on KC in HVTEs represents important practical knowledge for management to reduce KC
within their organizations to improve more effective knowledge transfer for sustainable innovation and
better decision-making.
Originality/value – This paper provides a new, unique look at aspects of knowledge management
that are currently underserved. The concepts of KC and HVTEs represent original content within this
eld.
Keywords Knowledge, Culture, Knowledge transfer, Turbulent environments,
High-velocity environments, Knowledge corruption
Paper type Conceptual paper
1. Introduction
Knowledge is becoming more critical for organizations for economic growth and
increased innovation and competitive advantage in dynamic environments. According
to futurists Talwar and Lazarova (undated):
An individual‘s professional knowledge is becoming outdated at a much faster rate than ever
before. Rapid changes in the job market and work-related technologies are necessitating
continuous education. In some sectors, the potential exists for AI and other forms of
automation to eliminate 50- 80 per cent of the work currently undertaken by professionals and
skilled workers. (Item #40)
This only serves to increase the importance of knowledge management, and the ability
of organizations to capture tacit knowledge and transfer it rapidly throughout the
organization, especially as the pace of competitive intensity multiplies.
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/2059-5891.htm
VJIKMS
46,4
508
Received 23 July 2015
Revised 18 February 2016
4 May 2016
Accepted 26 July 2016
VINEJournal of Information and
KnowledgeManagement Systems
Vol.46 No. 4, 2016
pp.508-523
©Emerald Group Publishing Limited
2059-5891
DOI 10.1108/VJIKMS-07-2015-0039
The ability to transfer tacit knowledge has been shown as crucial to innovation in
organizations and to continual learning and adaptation: both vital in business and
military operations. Ledford and Berge (2008) have also noted that tacit knowledge
transfer (TKT) remains elusive in most organizations. General Peter Chiarelli, Vice Chief
of Staff for the Army, summed it up nicely, “To stay ahead of our adversaries, we have
had to get better at sharing and coordinating knowledge – in order to use it effectively”
(Hague and Hoopengardner, 2009, p. 3). However, transferring tacit knowledge is easier
said than done, and there is the risk of knowledge being corrupted in the initial stages of
knowledge development, as it is transferred within individuals or groups, and in the
migration of tacit to explicit knowledge. Abou-Zeid (2004) has argued that there is a
signicant movement away from viewing knowledge as a commodity and instead
looking at knowledge as a process.
Knowledge corruption (KC) represents a signicant barrier to innovation, sound
decisions and operational excellence. If knowledge is corrupted and people are acting
with false information such as inaccurate customer demand, costs or inaccurate enemy
strength, the consequences of the decisions made with this information could be
disastrous. Some of the major obstacles include geographic distance, inefcient
communication processes, knowledge overload (Hao et al., 2014 in press and Yang et al.,
2014) and, as noted, corruption of the knowledge itself. We also believe that cultural
elements, such as organizational form, socialization programs (both formal and
informal), internal communication processes and trust and relationships, are subtle and
critical factors in both the development and transfer of tacit knowledge.
In this paper, we explore the manner in which knowledge can be corrupted and the
factors that can reduce KC and also improve crucial TKT that is essential for adaptation
and survival or for sustained competitive advantage.
Our analysis is organized as follows. We rst look at the issue of KC which can be
exacerbated in high-velocity, turbulent environments (HVTEs). We then examine
moderating variables including culture, leadership and networks. From this analysis,
we develop a model of knowledge transfer and corruption, and we suggest propositions
for further research and exploration.
2. Literature review
2.1 Knowledge corruption
What is knowledge corruption? We dene this as either the deliberate or
unintentional change of facts or information within a phrase or within an entire
body of knowledge. KC can be unintentional because of differences in culture,
language, norms or values (Jandhyala and Phene, 2015). However, it can also be
deliberate depending on the goals and agendas of leadership, motivation and
attitudes of participants, negative cultural factors or even the structural
mechanisms in place to facilitate or impede effective knowledge transfer
(Benito-Bilbao et al., 2015). Finally, KC can be reduced by a high level of
socialization, often created with intense, continual training. Conversely, KC can be
facilitated if individuals do not develop the strong relationships needed for accurate
knowledge transfer, often because of the lack of training and socialization (Ekore,
2014).
We further suggest that the negative impact of KC is intensied in HVTEs. Because
correct knowledge, such as enemy position, strength and re power, is very crucial in an
509
Challenge of
knowledge
corruption
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