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Knowledge acquired from sources of unverified information such as gossip, partial truths or lies, in this paper it is termed as “counter-knowledge.” The purpose of this paper is to explore this topic through an exploration of the links between a Hospital-in-the-Home Units (HHUs) learning process (LP), counter-knowledge, and the utilization of communication technologies. The following two questions are addressed: Does the reduction of counter-knowledge result in the utilization of communication technologies? Does the development of counter-knowledge hinder the LP?

This paper examines the relevance of communication technologies to the exploration and exploitation of knowledge for 252 patients of a (HHU) within a Spanish regional hospital. The data collected was analyzed using the PLS-Graph.

To HHU managers, this study offers a set of guidelines to assist in their gaining an understanding of the role of counter-knowledge in organizational LPs and the potential contribution of communication technologies. Our findings support the proposition that the negative effects of counter-knowledge can be mitigated by using communication technologies.

It is argued in this paper that counter-knowledge may play a variety of different roles in the implementation of LPs. Specifically, the assignment of communication technologies to homecare units has given them the means to filter counter-knowledge and prevent users from any possible problems caused by such counter-knowledge.

People live and work in a world where they do not have complete knowledge and, as a result, they make use of rumours, beliefs and assumptions about relevant areas of concern. The term counter-knowledge has been used to refer to knowledge created from unverified sources. The purpose of this paper is to examine the relationship between counter-knowledge and human capital (HC) as well as investigating interactions between absorptive capacity (ACAP) and HC.

A model is tested to examine the relationship between counter-knowledge, HC and the financial performance of 112 companies listed on the Spanish Stock Exchange.

The results are calculated using structural equation modelling. This leads to the main conclusion that while the increasing presence of counter-knowledge leads to a reduction of ACAP and, by extension with HC. However, in the context of the sample, HC has positive effects on firms’ performance. Therefore, consideration must be given to the evaluation of the real cost of counter-knowledge or inappropriate assumptions on HC.

The key managerial implication of this paper is that management should actively develop an organizational culture which questions the source of any knowledge and favours evidence-based reasoning over reasoning based on “gut instinct”, what has worked in the past and reasoning based on rumours and gossip.

This paper provides empirical support for the argument that the all so-called “knowledge” generated from the sharing of unverified news is not necessarily good knowledge. Rumours or gossip shared thanks to unverified sources are some examples that illustrate people possibility to create inappropriate or false beliefs via unsupported explanations and justifications.

Social networking sites (SNS) enable users to create their own public profiles within a web site. In recent years, there has been an increase in the number of people spreading misleading information or rumours (i.e. counter-knowledge) about friends and other people thanks to social media platforms. The purpose of this paper is to identify the role played by social networks in the process of creating counter-knowledge, focusing on the counter-knowledge that users develop in the context of SNS and its effect on utilitarian benefits.

This study analyses these effects through an empirical investigation of 236 users of SNSs. The methodology involves the construction and analysis of a structural equation model from a review of relevant literature.

The results confirm that, although the context of SNSs is a variable that will lead to positive effects on counter-knowledge, the relationship between counter-knowledge and utilitarian benefits becomes statistically insignificant. The results also showed that the content on social networks may lead to higher levels of utilitarian benefits. This either amplifies or helps to encourage cooperation among users and providers of rumours, beliefs and assumptions about what they think is the truth.

From a user perspective, few, if any, studies of SNS have considered the relationship between the information collected and generated by SNS and counter-knowledge. Therefore, the results of this study lead the authors to advise managers of SNSs considering that most but not all the content on SNSs is associated with the spread of rumours, misinformation and unverified claims.

Counter-knowledge is knowledge learned from unverified sources and can be classified as good (i.e. harmful, for instance, funny jokes) or bad (for example, lies to manipulate others’ decisions). The purpose of this study is to analyse the relationship between these two elements and on the possible reactions they can induce on people and institutions.

The relationships between good and bad counter-knowledge and the induced reactions – namely, evasive knowledge hiding and defensive reasoning – are analysed through an empirical study among 151 Spanish citizens belonging to a knowledge-intensive organization during the COVID-19 pandemic. A two-step procedure has been established to assess a causal model with SmartPLS 3.2.9.

Results show that good counter-knowledge can lead to bad counter-knowledge. In addition, counter-knowledge can trigger evasive knowledge hiding, which, in turn, fosters defensive reasoning, in a vicious circle, which can negatively affect decision-making and also cause distrust in public institutions. This was evidenced during the covid-19 pandemic in relation to the measures taken by governments.

This study raises the awareness that counter-knowledge is a complex phenomenon, especially in a situation of serious crisis like a pandemic. In particular, it highlights that even good counter-knowledge can turn into bad and affect people’s decisional capability negatively. In addition, it signals that not all reactions to the proliferation of counter-knowledge by public institutions are positive. For instance, censorship and lack of transparency (i.e. evasive knowledge hiding) can trigger defensive reasoning, which can, in turn, affect people’s decisions and attitudes negatively.

The environments provided by classrooms to facilitate learning among students can be seen as useful vehicles for making meaning out of gossip, lies, exaggeration and partial truths (i.e. counter-knowledge). This paper aims to focus on professional learning communities as a process to counteract the problem of counter-knowledge.

This paper has analysed the relationships between professional-learning communities and counter-knowledge using an empirical study of 210 undergraduate students to identify whether there is a significant impact on student achievement by professional learning communities. This study uses PLS-Graph software version 3.0 to conduct an analysis of the data collected.

Outcome findings support that professional learning communities provide a way of counteracting counter-knowledge and the noise heard through gossip, lies, exaggeration and partial truths.

Results also confirm that counter-knowledge is a variable that, when controlled, has the effect of strengthening the relationship between learning and student achievement.

An online learning community is defined as the context where knowledge sharing takes place virtually. Prior research has revealed that it is fundamentally important for higher education institutions to leverage on internal and external sources of knowledge, which can improve the value of relational capital. However, in a higher education setting, the positive effects of relationship improvement because of knowledge sharing can be jeopardized by the circulation of unverified information (i.e. counter-knowledge). The purpose of this study has been to analyse if online learning communities can counteract the effects of counterknowledge.

This study examined the relevance of online learning communities to counteract counter-knowledge, along with how this, in turn, can affect the creation of relational capital from the perspective of 210 undergraduate students using partial least squares.

Results support that online learning communities may help universities to not only create relational capital but also contribute to clarify misunderstandings and prevent counter-knowledge learned from badly informed sources.

There has been very limited research aimed at developing an adequate framework to analyze the role played by unverified information in universities. Therefore, this study fills this gap and proposes a framework focusing on the concept of online learning communities.

Intellectual capital includes what employees know and the agility to search and retrieve knowledge (organizational agility). Organizational agility could be seen as the result of using validated routines and protocols (knowledge application), but also as the result of using unproven theories, rumors, colloquial expressions, or sayings (counter-knowledge), which means that organizational memory may enable both the application of good knowledge and the mitigation of counter-knowledge. This study examines the links between a firm's organizational memory, counter-knowledge, knowledge application, and organizational agility.

Using SmartPLS 3.2.8 in a sample of 112 companies, the following questions were addressed: Does the improvement of organizational memory result in the growth of organizational agility? Does the growth of counter-knowledge and knowledge application at the same time hinder the enhancement of organizational agility?

The results support that organizational memory not only enhances the application of gained knowledge but also allows the spreading of rumors, gossip, and inappropriate or false beliefs (counter-knowledge). Furthermore, results support that the knowledge that emerges from the development in parallel or simultaneous of counter-knowledge and knowledge application provides bad references, which will lead to a degradation of organizational agility.

When supporting organizational agility, managers should be conscious of the urgency of counteracting the misuse of counter-knowledge.

These findings make an important contribution to what is potentially a barrier to innovation and creativity, helping managers overcome the problems associated with misunderstandings or wrong assumptions derived from counter-knowledge.

In this conversation, renowned critical posthuman scholar Rosi Braidotti offers insights regarding what the posthuman turn means for intimate scholarship and broader questions of subjectivity. She discusses the methodological challenge of post-anthropocentrism for the humanities and stresses the need to move to a process ontology, which entails a non-essentialistic understanding of subjects as in process and connected up to networks of human and non-human elements, yet simultaneously situated and accountable. While acknowledging the possibilities of “auto” forms of research for keeping subjects politically located, she emphasizes the importance of practicing an outward-facing intimate scholarship – one not focused on one’s own pain and ego, but rather, one connected up and out, an affirmative becoming-intimate with the world, with otherness and diversity. To do so, she suggests we must think differently by experimenting with non-linearity, associative thinking, and transdisciplinarity. We must nurture intergenerational connections both for continuity of important knowledge and to create alternatives, all while using theory as a tool for counter-knowledge production.

This paper introduces the concept of knowledge sabotage as an extreme form of counterproductive knowledge behavior, presents its typology, and empirically demonstrates its existence in the contemporary organization.

Through the application of the critical incident technique, this study analyzes 177 knowledge sabotage incidents when employees intentionally provided others with wrong knowledge or deliberately concealed critical knowledge while clearly realizing others’ need for this knowledge and others’ ability to apply it to important work-related tasks.

Over 40% of employees engaged in knowledge sabotage, and many did so repeatedly. Knowledge saboteurs usually acted against their fellow co-workers, and one-half of all incidents were caused by interpersonal issues resulting from the target’s hostile behavior, failure to provide assistance to others, and poor performance. Knowledge sabotage was often expressed in the form of revenge against a particular individual, who, as a result, may have been reprimanded, humiliated or terminated. Knowledge saboteurs rarely regretted their behavior, which further confirmed the maliciousness of their intentions.

Even though knowledge saboteurs only rarely acted against their organizations purposely, approximately one-half of all incidents produced negative, unintentional consequences to their organizations, such as time waste, failed or delayed projects, lost clients, unnecessary expenses, hiring costs, products being out-of-stock, understaffing, or poor quality of products or services. Organizations should develop comprehensive knowledge sabotage prevention policies. The best way to reduce knowledge sabotage is to improve inter-personal relationships among employees and to foster a friendly and collaborative environment.

This is the first well-documented attempt to understand the phenomenon of knowledge sabotage.