A time for monsters: Organizational knowing after LLMs
It addresses the problem of understanding and managing knowledge creation in organizations after LLMs, extending organizational theory beyond human-centered perspectives.
The paper examines how Large Language Models (LLMs) reshape organizational knowing by acting as hybrid entities that generate connections through analogizing, expanding knowledge while introducing epistemic risks like the need for dialogical vetting and redistribution of agency.
Large Language Models (LLMs) are reshaping organizational knowing by unsettling the epistemological foundations of representational and practice-based perspectives. We conceptualize LLMs as Haraway-ian monsters, that is, hybrid, boundary-crossing entities that destabilize established categories while opening new possibilities for inquiry. Focusing on analogizing as a fundamental driver of knowledge, we examine how LLMs generate connections through large-scale statistical inference. Analyzing their operation across the dimensions of surface/deep analogies and near/far domains, we highlight both their capacity to expand organizational knowing and the epistemic risks they introduce. Building on this, we identify three challenges of living with such epistemic monsters: the transformation of inquiry, the growing need for dialogical vetting, and the redistribution of agency. By foregrounding the entangled dynamics of knowing-with-LLMs, the paper extends organizational theory beyond human-centered epistemologies and invites renewed attention to how knowledge is created, validated, and acted upon in the age of intelligent technologies.