Fake News and Organizational Strategy
Purpose: Identification, description, and evaluation of theoretical relations between a new social phenomenon called "fake news" and organizational strategy. Design/methodology/approach: Narrative review of literature, critical analysis, scientific speculation. Findings: Typization and comparison of the impact and organizational implications of fake news, and recommendations on how to safeguard the strategic interests of an organization against fake news. Research limitations/implications: The research is in an initial phase and requires deepening. Fake news is still a poorly recognized phenomenon, which is why there is visible potential for bias and simplification in the authors' considerations. Practical implications: Preliminary set of actions that can be undertaken in organization against fake news. Originality/value: Study results relate to issues not yet recognized in management scientific literature. The article is a scientific attempt of preliminary identification, description, analysis, and processual and structural ordering of the potential consequences of fake news for organizational strategy. The article establishes an initial framework for further research and managerial defence against the phenomenon of fake news. (original abstract)
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