ABSTRACT
The findings concerning the four plants corroborate those regarding Merkaz: “parachuted” executives’ practicing covertly concealed managerial ignorance (CCMI). CCMI-Im-C is the prime explanation of immoral mismanagement; of the 32 executives studied only seven were high-moral, vulnerably involved executives who acquired interactional expertise and became job-competent, five from Northern Gin and I-KRC and two from Southern Gin and I-KRC. Northern’s success explains its unique high-trust innovation-prone culture during 13 of its first 15 years due to three ignorance-exposing, vulnerably involved, high-moral competent PMs and the backing of two high-moral CEOs, while immoral mismanagement by three subsequent Northern PMs resembled that of other plants. Effective high-trust cultures were nadir in all other plants, short-lived, or limited to TMs and their subordinates on the shop floor, as in Merkaz’s Thomas-Danton era. Both PMs and TMs practiced CCMI-Im-C and maintained detached ignorant superiors’ trust, retaining their jobs despite mediocre functioning and/or irresponsible laziness.
