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.

中文翻译：

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利用组织漏洞作为暗知识：组织欺诈案件的概念发展

目的

本文旨在断言组织弱点、漏洞和妥协点的知识（此处称为“暗知识”）对于组织完整性同样至关重要，因此也必须在传统知识管理意义上进行管理。然而，这种黑暗知识通常难以识别，因此，很少有研究试图将这种观点概念化。

设计/方法/方法

作者以欺诈钻石理论为背景，通过对一家大型亚太电信提供商的欺诈案例研究分析来检验这种黑暗知识。还对公司的欺诈部门进行了半结构化访谈。

发现

作者确定了黑暗知识的六个组成部分，即人工知识、结果知识、机会知识、实验性知识、身份和行动知识以及替代性知识。

原创性/价值

据作者所知，这是第一篇基于组织妥协和漏洞识别知识类型的论文。该论文表明，对组织弱点的描述还可以提供知识见解。