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The purpose of this paper is to introduce the concept of Dark Knowledge, an epistemology that acknowledges both alternative knowledge and ways of knowing which are cognizant of the moral and ethical positioning of each.

This is a conceptual paper that uses existing relevant literature to develop the work. The paper uses a four-stage literature search process and draws upon a range of disciplines, including philosophy, computer science and information management, to underpin the evolution of the concept.

As a conceptual paper, no empirical findings are presented. Instead, the paper presents an embryonic model of Dark Knowledge and identifies a number of characteristics, which may be used to explore the concept in more detail.

There is a clear need to develop a body of empirical work, adding to the theoretical perspectives presented in this paper. It is anticipated that this paper will provide one of the cornerstones for future studies in this area.

The paper makes an original contribution to the study of information behaviours, practices and epistemology.

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.

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.

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.

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.

Drawing on the generativity framework, this study aims to investigate the relationship between the Dark Triad personalities (Machiavellianism, narcissism, and psychopathy) and knowledge hiding. This study also identifies the mediating role of generativity motivation and the moderating role of focus on opportunities.

Using a convenience sample, a two-wave time-lagged study collected survey responses from 498 employees from manufacturing industries in China, and the data was analyzed using hierarchal regression and bootstrapping methods.

This study found that Machiavellianism and psychopathy are both positively related to generativity motivation. The generativity motivation plays a mediating role in the paths of Machiavellianism and psychopathy on knowledge hiding, and a focus on opportunities positively moderates the direct and indirect effect of Machiavellianism and psychopathy on knowledge hiding.

Based on the generativity framework, we find a new underlying mechanism between the Dark Triad personalities and knowledge hiding, thereby further enriching the literature in relation to their influence over knowledge management. Moreover, it also finds that a focus on opportunities can weaken the negative relationships between the Dark Triad personalities and knowledge hiding.

In the knowledge management (KM) literature, there are umpteen discussions on knowledge sharing; however, the scholarly community still faces a dearth of literature on knowledge hiding behavior (KHB) and its determinants. The current study aims to examine the direct effect of dark triad (DT) personality dimensions (machiavellianism, narcissism and psychopathy) on KHB dimensions (rationalized hiding, evasive hiding and playing dumb). Drawing on social control theory, this study also explores the moderating effect of workplace spirituality (WS) on the direct relationship between DT and KHB.

Using purposive sampling, 281 matched-pair datasets from faculty members working with higher education institutions (HEI) in India have been obtained. The direct relationship has been tested through regression analysis and moderation analysis has been performed using the PROCESS macro for SPSS.

The study has successfully mapped DT dimensions with KHB dimensions, and it is observed that machiavellians mostly use evasive hiding, narcissists believe in rationalized hiding and paying dumb is mostly used by psychopaths. Workplace spirituality (WS) weakens the direct relationship between DT and KHB.

HEIs are advised to foster a climate conducive to WS by getting faculty to realize that their job is something larger than themselves through developing a sense of community among faculty members.

This empirical study extends the KM literature and expands the scope of bridging the gaps on KHB. It is one of the few studies to examine the impact of DT on KHB with WS as a moderator in HEIs.

The study aims to understand the relationship between facilitating, demoting, motivating factors and visit intention; and to clarify the role of death anxiety before visiting a dark exhibition.

Partial least squares structural equation modeling was adopted to analyze data from 426 potential visitors to the Capuchin Crypt in Rome (Italy).

Results demonstrate that dark fascination, prestige, reflection on death and mortality and interpersonal facilitators are the main drivers of visit intention, and structural constraints are the main demoting factors. Contrary to expectations, intrapersonal constraints have a positive influence on motivators and indirectly on visit intention, and death anxiety has mixed results.

Data collection from only one dark exhibition requires that the generalization of the results must be done with care.

Conclusions enabled a better understanding of pre-trip tourist behavior, providing valuable suggestions for the communication strategy of Destination Management Organizations (DMOs) and site managers.

The study adopts a consolidated and empirical approach to studying facilitators, motivators, constraints and visit intention, as well as the effect of death anxiety. To the best of the author’s knowledge, this is the first study to develop a comprehensive investigation of these four constructs, whether at the darker or the lighter end of the dark tourism spectrum. Consequently, it offers a better understanding of lighter dark attractions, which allows DMOs and others to improve the communication of their tourism products.

This study aims to utilize the cognitive appraisal theory of stress and coping by conducting a joint investigation of the mediating role of knowledge hiding behaviors in the relationship of exploitative leadership on employee’s work related attitudes (i.e. turnover intentions) and behaviors (e.g. job performance, creativity) and fear of negative evaluation in influencing this mediation.

Using the Preacher and Hayes’ (2004) moderated-mediation approach, the authors tested the model by collecting multi-wave and two-source data from employees and fellow peers (n = 281) working in the service sector of Pakistan.

Results of the study demonstrate that exploitative leadership adversely influences one’s performance and turnover intentions through knowledge hiding behaviors. The fear of negative evaluation moderates the indirect effects of exploitative leadership on employee’s outcomes through knowledge hiding behaviors such that these indirect effects are stronger for individuals possessing low levels of fear of negative evaluation.

The current study contributes to knowledge management and dark leadership literature by suggesting knowledge hiding behaviors as a process through which exploitative leaders unveil their negative effects on employee’s outcomes. This study is also unique in the sense, as it posits that employees might vary because of their dispositional traits (i.e. low fear of negative evaluation) in responding to exploitative leadership with greater knowledge hiding behaviors.

Having considered models and frameworks which assist in the implementation of entrepreneurial policing, it is now helpful to consider complex scenarios where entrepreneurial innovations would help change policing practices. Policing systems and practices are based on the knowledge gained from years of practice and on what works. This entails following procedures and often general orders which act as instructions on ‘how to do’ particular tasks. Indeed, the on-the-job training which officers receive reinforce the rigidity of thinking and inflexibility of thought and action often associated with police practices. Following the rules and being seen to follow them are important. The traditional ‘crime fighting model of policing’ is one such tried and tested system. However, what do officers do when they face a new phenomenon, or other complex scenario where their standard operational procedures do not work or produce the expected results. They must of necessity innovate, improvise, and make changes. In Section 6.1 the pernicious scenarios of the Albanian Mafia in the UK is discussed, and ideas presented on how to implement a more entrepreneurial approach which may help disrupt of interdict such Mafia gangs. In Section 6.2, a contemporary US problem namely that of so-called ‘Police Gangs’ which appear to operate as neo-criminal fraternities is considered. Both of these complex scenarios are ongoing situations which will require a more entrepreneurial multiagency approach in the future to bring them under control. In Section 6.3, two examples from the authors own policing career which are examples of the power and utility of ‘intrapreneurial policing’ practices which were implemented to bring about change in local policing scenarios are considered. Finally, in Section 6.4, the take-away points are discussed.

This paper aims to explore the implications of virtual work arrangements on employee knowledge hiding (KH) behaviour and the different strategies of KH used by employees in these arrangements.

Following a grounded theory approach to understanding KH, 21 semi-structured in-depth interviews were conducted with employees engaged in virtual working setups. The data collected from these informants were then analysed using qualitative methods.

The study revealed that virtual work arrangements increase employee KH behaviour because of three reasons: ease of hiding, digital burnout and loss of control. Further, the study found that rationalized hiding is the most commonly adopted strategy by employees engaged in virtual work arrangements, while inclinations towards evasive hiding strategy decrease in this arrangement.

This is the first study in knowledge management literature that seeks to explain KH in the virtual work context.

The purpose of this study is to analyze the relationship between abusive supervision and knowledge hiding. The study also examines the mediating role of distrust in the relationship between abusive supervision and knowledge hiding.

The procedure used in the study is a systematic literature review covering abusive supervision, knowledge hiding, distrust from 1994 to 2021. The studies were explored using the keyword search such as, “abusive supervision,” “knowledge hiding” and “distrust” from the selected databases including Emerald, ScienceDirect, EbscoHost and Google Scholar.

The study found that abusive supervision is positively related to knowledge hiding and distrust mediates the relationship between abusive supervision and knowledge hiding. The study also proposes procrastination as one of the dimensions of knowledge hiding.

The study is an attempt to uncover a series of relationships between abusive supervision, knowledge hiding and distrust, which may enhance academic discussion and also offer clarity to the conceptualization of these two fields.