ABSTRACT
The literature on managerial knowledge and learning and on managerial stupidity revealed the indispensability of tacit know-how and phronesis, learned by practicing jobs and participating in practitioner communities, but missed the common covertly concealed managerial ignorance (CCMI) and managers’ use of their powers and immoral means to keep CCMI a dark secret. The literature on democratic participative management points to the advantages of larger constituency of all managerial ranks, and many authors believe in a democracy that includes all employees. The findings of prevalent immoral mismanagement in “jumper”-managed I-KRCs offer a plausible explanation for the many corporate scandals: the common practice of managerial career advancement by “jumping” among firms, often with minimal job-pertinent know-how and phronesis, encouraged practicing CCMI and Im-C. Habituating immoral practices on the way to top positions socialized some executives to the corrupt use of scandalous practices. A major reason that most “jumpers” chose CCMI was facing low-trust cultures, with bosses and fellow pe’ilim practicing CCMI-Im-C.
