Uncontrolled counter-knowledge: its effects on knowledge management corridors

Disinformation and misconceptions based on unverified information (e.g., hoaxes, exaggerations, or gossip) is what is called “counter-knowledge”. Knowledge management corridors establish a framework for relationships between the external and internal knowledge processes to enhance organisational performance. This study proposes three knowledge management processes (i.e., realised absorptive capacity, organisational memory, and knowledge application) as those that constitute such critical corridors. The analysis of the role of uncontrolled counter-knowledge in the relationship between those knowledge management processes is the value of this paper. Hypotheses were tested using a SEM approach based on composites (PLS-SEM). Data were collected from 151 branch-office managers belonging to the Spanish banking industry. The results show that counter-knowledge is only related to realised absorptive capacity and knowledge application, being the influence negative. The link between counter-knowledge and the other two constructs (i.e., organisational memory and organisational performance) provides surprising results being statistically insignificant.