Determining truth and accuracy of information is a key challenge in today's fast‐paced, global information economy dominated by social media. The field of Information Science, while publishing extensively on information seeking and use, has not done sufficient research into how individuals detect falsehood or deception in information they encounter. This paper describes Levine's Truth‐Default Theory (TDT) and links information behavior (IB) research to three vital aspects of the theory. Furthermore, this work demonstrates how TDT can be merged with T.D. Wilson's General Theory of Information Behavior, applying decades of research on deception detection to foundational IB theory. Implications of marrying these two ideas are discussed as well as suggestions for future research.

Purpose This study aims to recognize the challenge of identifying deceptive information and provides a framework for thinking about how we as humans negotiate the current media environment filled with misinformation and disinformation. Design/methodology/approach This study reviews the influence of Wilson’s (2016) General Theory of Information Behavior (IB) in the field of information science (IS) before introducing Levine’s Truth-Default Theory (TDT) as a method of deception detection. By aligning Levine’s findings with published scholarship on IB, this study illustrates the fundamental similarities between TDT and existing research in IS. Findings This study introduces a modification of Wilson’s work which incorporates truth-default, translating terms to apply this theory to the broader area of IB rather than Levine’s original face-to-face deception detection. Originality/value False information, particularly online, continues to be an increasing problem for both individuals and society, yet existing IB models cannot not account for the necessary step of determining the truth or falsehood of consumed information. It is critical to integrate this crucial decision point in this study’s IB models (e.g. Wilson’s model) to acknowledge the human tendency to default to truth and thus providing a basis for studying the twin phenomena of misinformation and disinformation from an IS perspective. Moreover, this updated model for IB contributes the Truth Default Framework for studying how people approach the daunting task of determining truth, reliability and validity in the immense number of news items, social media posts and other sources of information they encounter daily. By understanding and recognizing our human default to truth/trust, we can start to understand more about our vulnerability to misinformation and disinformation and be more prepared to guard against it.

Today, more than ever, there is an abundance of information and points of access that can complicate the information seeking process, even in religious communities and cultures. People are overwhelmed with information and tend to seek information from those they trust; consequently, individuals are oftentimes blindly trusting these sources. It is important, therefore, to create awareness of misinformation in religious communities/cultures, including ways it can be spread, and the role of critical thinking as a defense against it. This study looks to examine the relation of information literacy within religiously enforced cultures.

The phenomenon of work tribes is discussed widely in trade publications but is missing from scholarly research. A work tribe exists where people in the same job role demonstrate shared life experiences outside the work environment, loyalty to others in the work group regardless of social connection, and security or protection within the work group. The existence of work tribes is largely considered a positive force for companies to promote community at work. This chapter introduces a crossroads of social groups and work tribes that cause an opportunity for firms to identify and understand how the work tribe plays a role in the knowledge management system. A case study of flight attendants with a U.S.-based international carrier provides a practical example of how firms can learn from work tribes. Understanding work tribes enables a company to identify the factors that impact knowledge management systems so companies can empower work tribes to propel knowledge forward.

Wisdom, both personal and collective, is largely missing in both information science and knowledge management literature. Workplace culture and shared vision impact every level of organizations in a positive or negative direction. A healthy culture and optimistic shared vision can provide a climate for knowledge sharing and provide opportunity for rich transfer of collective wisdom in our workplace communities. Wisdom is evolved from knowledge and can be cultivated by knowledge and learning specialists. This chapter places wisdom as the desired result of successful knowledge management and provides an opportunity for scholars, students, and practitioners to leverage this rich resource in organizations and extends the models, processes, and theories.