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Should knowledge be distorted? Managers’ knowledge distortion strategies and organizational learning in different environments

  • Apr 6, 2021
Should knowledge be distorted? Managers’ knowledge distortion strategies and organizational learning in different environments

Professor Mary Crossan and her team of researchers evaluate the effects of managers' knowledge distortion types, levels and preferences in open and closed systems. Their results demonstrate that a high level of managers' knowledge omission and a very low level of their knowledge misrepresentation have a positive impact in a closed system. However, when omission is neutral, misrepresentation is beneficial to performance in an open system with environmental turbulence. Check it out:

Dong, J., Liu, R., Qiu, Y., Crossan, M.M., 2021, Should knowledge be distorted? Managers’ knowledge distortion strategies and organizational learning in different environmentsLeadership Quarterly