Dark networking encompasses a set of hidden, informal, and purposeful relationships that individuals within an organization create to gain power, control resources, eliminate competitors, or advance personal interests. The present study aims to explain the nature of dark networking based on Lakatos's model. This qualitative research employed a two-stage approach. In the first stage, semi-structured interviews were conducted, and the data were analyzed using thematic analysis. In the second stage, Content Validity Ratio (CVR) and Content Validity Index (CVI) were used to validate the identified indicators. Using purposive sampling, 18 managers from governmental organizations in Qom Province were selected to identify and validate the indicators. Based on the findings, 17 basic themes, 7 organizing themes, and 3 global themes were identified. The CVR and CVI confirmed the validity of all 17 indicators. The hard core of dark networking consists of shadow communications, opportunistic relationships, and hidden support networks. The protective belt includes managerial imprudence, disregard for hierarchy, toxic organizational climate, neglect in career path management, and the perception of injustice. Positive strategies comprise organizational exchanges, the formation of new coalitions, and creating ambiguity in processes; negative strategies involve systematic denial, legitimization, and the invisible suppression of opponents. The study successfully conceptualizes dark networking within the framework of Lakatos's model, identifying its core components, protective mechanisms, and strategic manifestations within the studied public organizations.