ABSTRACT
This chapter provides a typology of organizational ignorance with the aim of promoting a managerial approach to the unknown. Before examining organizational ignorance, it is necessary to begin by considering the meaning of ignorance. Organizational ignorance takes a number of forms. First, it can be defined as the all pervasive ignorance of the organization’s members or the relative ignorance between members across different parts of the organization. Second, organizational ignorance is relative to that of other organizations and external parties, including competitors, suppliers and customers. Organizational secrecy also holds relevance for understanding organizational ignorance. Managers need to adopt new perspectives involving a willingness to tolerate organizational ignorance where it offers possible benefits, and renewed efforts to consider it where it holds latent negative outcomes. Acknowledging the potential value of organizational ignorance paves the way for its active management.
