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Executives' morality and ethics became major research topics
following recent business scandals, but the research missed a major
explanation of executives' immorality: career advancement by
"jumping" between firms that causes ignorance of job-pertinent
tacit local knowledge, tempting "jumpers" to covertly conceal this
ignorance. Generating distrust and ignorance cycles and
mismanagement, this choice bars performance-based career
advancement and encourages immoral careerism, advancing by immoral
subterfuges. Such careerism is a known managerial malady, but
explaining its emergence proved challenging as managerial ignorance
is covertly concealed as a dark secret on organizations' dark side
by conspiracies of silence. Managerially educated and experienced,
Dr. Shapira achieved a breakthrough by a 5-year semi-native
anthropological study of five "jumper"-managed automatic processing
plants and their parent firms. This book untangles common ignorance
and immoral careerism, concealed as dark secrets by executives who
"rode" on the successes of mid-level "jumpers" who high-morally
risked their authority and power by admitting ignorance and
trustfully learned local tacit knowledge. The opposite choice
tendencies accorded power, authority, and status rankings, which
made practicing immorality easier the higher one's position,
suggesting that the common "jumping" between managerial careers
nurtures immoral executives similar to those exposed in the recent
business scandals.
Executives' morality and ethics became major research topics
following recent business scandals, but the research missed a major
explanation of executives' immorality: career advancement by
"jumping" between firms that causes ignorance of job-pertinent
tacit local knowledge, tempting "jumpers" to covertly conceal this
ignorance. Generating distrust and ignorance cycles and
mismanagement, this choice bars performance-based career
advancement and encourages immoral careerism, advancing by immoral
subterfuges. Such careerism is a known managerial malady, but
explaining its emergence proved challenging as managerial ignorance
is covertly concealed as a dark secret on organizations' dark side
by conspiracies of silence. Managerially educated and experienced,
Dr. Shapira achieved a breakthrough by a 5-year semi-native
anthropological study of five "jumper"-managed automatic processing
plants and their parent firms. This book untangles common ignorance
and immoral careerism, concealed as dark secrets by executives who
"rode" on the successes of mid-level "jumpers" who high-morally
risked their authority and power by admitting ignorance and
trustfully learned local tacit knowledge. The opposite choice
tendencies accorded power, authority, and status rankings, which
made practicing immorality easier the higher one's position,
suggesting that the common "jumping" between managerial careers
nurtures immoral executives similar to those exposed in the recent
business scandals.
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