Power, the Dark Triad, and the Organisational Tragedy of the Commons: Knowledge Retention as an Instrument of Domination

Abstract

This article discusses the exercise of power within organisational settings, with emphasis on dysfunctional behaviours associated with the Dark Triad — Machiavellianism, narcissism, and subclinical psychopathy — and on the deliberate retention of knowledge as a strategy of symbolic domination. It is based on the understanding that pursuing power is a legitimate human inclination, but one that, in competitive organisational contexts, can take on manipulative and harmful forms. The study draws on political philosophy and organisational psychology contributions to analyse practices such as the selective favouring of allies, the manipulation of success trajectories, and the restriction of access to knowledge as a means of self-preservation and status maintenance. It also considers the influence of Brazilian cultural elements — marked by centralised leadership styles and low levels of cooperation — which contribute to the reproduction of permissive environments that enable opportunistic profiles to thrive. The study further highlights a gap in the main strands of management theory, which, by prioritising material incentives and formal structures, tend to overlook the effects of symbolic power relations and interpersonal manipulation on organisational performance. It is argued that the absence of precise institutional mechanisms to address such behaviours reflects a lack of theoretical recognition of the problem. The article concludes that understanding knowledge retention as an instrument of domination requires a broader perspective on power dynamics and the incorporation of interdisciplinary approaches that combine ethics, organisational culture, and individual behaviour. Further empirical investigation is recommended, particularly with support from organisational psychology.