Strategic Management of Organizational Knowledge

Strategic Management of Organizational Knowledge

Ranking the drivers of human resource gaslighting based on knowledge erosion dimensions (Case study: Lorestan University): A combined Delphi, Fuzzy and Marcos approach

Document Type : Original Research Paper

Authors
Seyedeh Maryam Mousavi Zadeh 1
Ali Shariatnejad 2
Mohsen Arefnezhad 3
Seyede Najmeddin Mousavi 4
1 Ph.D. Student, Department of Management, Faculty of Management, Lorestan University, Khorramabad, Iran, s.maryammousavi1375@gmail.com
2 Associate Professor, Department of Management, Faculty of Management, Lorestan University, Khorramabad, Iran, shariat.al@lu.ac.ir
3 Associate Professor, Department of Management, Faculty of Management, Lorestan University, Khorramabad, Iran, arefnezhad.m@lu.ac.ir
4 Professor, Department of Management, Faculty of Management, Lorestan University, Khorramabad, Iran, mousavi.na@lu.ac.ir
10.47176/SMOK.2026.2015
Abstract
Purpose: This study aimed to prioritize human resource gaslighting triggers based on knowledge erosion dimensions at Lorestan University.
Methodology: This applied exploratory study employed a mixed-methods approach. Twelve faculty members and staff were selected through purposive sampling based on theoretical saturation. Gaslighting triggers were identified through interviews, screened using the fuzzy Delphi method, and prioritized using the MARCOS method.
Results: The five highest-ranked triggers were informal power networks operating parallel to formal structures, the absence of independent and secure reporting mechanisms, institutionalized concealment and denial of mistakes, career advancement dependent on political connections and internal lobbying, and fear of exposing systemic deficiencies to senior management.
Discussion: Findings indicate that organizational gaslighting primarily stems from informal power structures, weak institutional accountability, and entrenched secrecy rather than isolated individual behaviors. These conditions contribute to knowledge erosion and undermine organizational learning.
Conclusion: Preventing knowledge erosion requires establishing independent reporting mechanisms, increasing transparency in informal power networks, strengthening institutional accountability, and replacing organizational secrecy with a culture of acknowledging mistakes, corrective actions, and continuous learning.

Graphical Abstract

Ranking the drivers of human resource gaslighting based on knowledge erosion dimensions (Case study: Lorestan University): A combined Delphi, Fuzzy and Marcos approach

Highlights

  1. Hidden power networks are a major source of harmful workplace behavior.
  2. Unsafe reporting systems allow harmful workplace practices to continue.
  3. Covering up mistakes weakens trust and prevents employees from learning.
  4. Political connections in career advancement can undermine workplace fairness.
  5. Transparency and safe reporting can help protect organizational knowledge.

Keywords
Gaslighting
human resources cognitive neurosis
knowledge erosion
Lorestan University
fuzzy Delphi
Marcos method
Subjects

Copyright ©, Seyedeh Maryam Mousavi Zadeh, Ali Shariatnejad, Mohsen Arefnezhad, Seyede Najmeddin Mousavi

License

Published by Imam Hossein University. This article is published under the Creative Commons Attribution (CC BY 4.0) licence.Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode 

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Strategic Management of Organizational Knowledge
Volume 9, Issue 3 - Serial Number 34
Summer 2026
Pages 200-229