Reclaiming Organizational Knowledge in an Age of Post-truth Disruption

Abstract

The paper is dedicated to the post-truth mini track. There are unprecedented challenges in terms of the reliability of data, knowledge, information that address important questions regarding traditional KM. The paper main goal was to investigate the systemic mechanics of organizational communication and strategic clarity, by isolating the behavioral patterns of the institutional “bullibility” and the cognitive exhaustion. From a methodological point of view, the  paper uses mixed-methods that support an interdisciplinary approach. Psychometric scale evaluations demonstrated internal consistency for both the Corporate Bullshit Receptivity Score (CBRS; α = 0.935) and the Operational Clarity Baseline (OCB; α = 0.801). Pearson’s r correlations revealed a significant, positive relationship between jargon receptivity and operational data baselines (r = 0.433, p < 0.001), alongside a significant link between high reliance on operational clarity and heightened crisis-induced jargon exhaustion (r = 0.220, p = 0.011). The paper argues that, in order to navigate post-truth complexity knowledge-based organizations have to move further the pseudo-profound administrative jargon. We highly recommend that organizations have to apply a more human-oriented transformational leadership model, capable of driving cooperation and collaborative dialogue through decentralized networks of competent teams and communication frameworks rooted in empathy and transparency.