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The purpose of this paper is to identify individual variables with an impact on knowledge sharing and explore the under-discussed construct of employees’ ignorance. This can enhance the knowledge-sharing process and facilitate the development of greater intellectual capital.

Eighty-four dependent variables affecting knowledge sharing are analyzed and classified into 11 categories. In addition, the direct effect of employees’ ignorance on knowledge sharing is introduced and empirically investigated in a case study of a multinational organization operating within the aerospace and defense industry.

The findings suggest that employees’ ignorance may negatively affect their intention to share knowledge, thus leading to poor decision-making and communication in organizations. Employees’ ignorance could also limit the organizational ability to repel external threats, implement innovation and manage future risks.

A classification scheme based on different categories of employees’ ignorance is developed, providing tailor-made recommendations for practitioners facing different types of ill-informed organizational scenarios. Further, the need to shift the emphasis away from the management of knowledge to the management of ignorance is also an important contribution of this paper.

This paper explores critical failure factors (CFFs) in the context of knowledge sharing. It provides further insights into what can cause knowledge- sharing failures, inflexible knowledge-sharing strategies and ineffective knowledge- sharing mechanisms. It also examines how practitioners can reduce or even mitigate such dysfunctions.

A case-based inductive approach was conducted. Data were collected from two studies applying mixed methods. The first data set included nine in-depth, semi-structured interviews with highly skilled personnel from an aerospace and defense organization. The second data source included 375 successfully completed questionnaires from participants employed at the same organization.

The paper identifies six CFFs with an impact on knowledge sharing. It also reveals that managing organizational ignorance can play a key role in generating new knowledge and averting failure. Study findings provide insights into the importance of identifying these failures when sharing knowledge and propose relevant mitigation strategies.

This paper identifies a range of empirically validated CFFs that complement the extant work on the complexity of knowledge sharing and have hitherto not been seen in the literature. It also provides a more nuanced understanding of why both organizations and their people often fail to share knowledge by exploring the role of organizational ignorance.

The purpose of this paper is to highlight the causes of fraud in rural banks in Indonesia and provide recommendations to reduce these financial crimes.

This paper is desk research using secondary data from research reports, journal articles, magazine articles and online news related to fraud cases in rural banks. The Fraud Diamond approach is applied to analyze the problems.

Financial and non-financial pressures, opportunities that are open because of weak oversight and governance, justification of fraud and the capability of perpetrators are the factors that cause bank fraud. Opportunity is the most significant contributor to fraud.

The novelty of this paper is that it discusses the causes of fraud in rural banks. Management and authority can learn from this case.

In 1964, the Congress of the United States passed the Civil Rights Act. Title VII of this act prohibited employers from engaging in employment discrimination based purely on race, colour, religion, gender and national origin. Such a national policy marked the beginnings of a culturally diverse workforce. However, over the years, employers have remained reluctant to hire individuals who were, in their minds, significantly different from their traditional workforce.

Pluralistic ignorance is defined as a situation in which an individual holds an opinion, but mistakenly believes that the majority of his or her peers hold the opposite opinion. The purpose of this paper is to refocus attention on pluralistic ignorance as an important, applied, and multilevel concept to organizational researchers by developing a theory of pluralistic ignorance in organizational contexts.

The paper reviews the literature with regard to the causes and consequences (for individuals, groups and organizations) of pluralistic ignorance and develops an integrated understanding of how pluralistic ignorance influences employees and organizations.

The paper finds that pluralistic ignorance is a complex phenomenon that has important consequences for organizations with relation to behavior of individuals.

The development of a model of pluralistic ignorance, with research propositions, will assist researchers seeking to conduct research on this topic.

This paper is original in that it is the first to delineate the processes underlying pluralistic ignorance in a managerial/organizational context.

Protection motivation theory (PMT) explains that the intention to cope with information security risks is based on informed threat and coping appraisals. However, people cannot always make appropriate assessments due to possible ignorance and cognitive biases. This study proposes a research model that introduces four antecedent factors from ignorance and bias perspectives into the PMT model and empirically tests this model with data from a survey of electronic waste (e-waste) handling.

The data collected from 356 Chinese samples are analyzed via structural equation modeling (SEM).

The results revealed that for threat appraisal, optimistic bias leads to a lower perception of risks. However, factual ignorance (lack of knowledge of risks) does not significantly affect the perceived threat. For coping appraisal, practical ignorance (lack of knowledge of coping with risks) leads to low response efficacy and self-efficacy and high perceptions of coping cost, but the illusion of control overestimates response efficacy and self-efficacy.

First, this study addresses a new type of information security problem in e-waste handling. Second, this study extends the PMT model by exploring the roles of ignorance and bias as antecedents. Finally, the authors reinvestigate the basic constructs of PMT to identify how rational threat and coping assessments affect user intentions to cope with data security risks.

Attempts to document how different forms of ignorance may evolve in different organizational dialogues and become embedded in organizational context. Develops the four primary forms of ignorance based on the research from social psychology, public opinion studies, legal studies, behavioral economics, and clinical psychology. The recognition of the historic interdisciplinary evolution of the concept of ignorance plays an important role in the knowledge economy and learning organizations. If management is not aware of the various latent forms of organizational ignorance, it is difficult to develop meaningful innovation programs for organizations in the twenty‐first century. Develops a framework to address the issue of “not knowing what one does not know” (i.e. ignorance of ignorance) that may be the biggest barrier for organizations to becoming an active participant in the knowledge economy.

Organizational research missed managerial ignorance concealment (MIC) and the low-moral careerism (L-MC) it served, leaving a lacuna in managerial stupidity research: MIC serving L-MC was not used to explain this stupidity. The purpose of this paper is to remedy this lacuna.

A semi-native longitudinal multi-site ethnography of automatic processing plants, their parent inter-kibbutz co-operatives (I-KC-Os) and their kibbutz field context enabled a Strathernian ethnography that contextualized the prevalence of MIC and L-MC.

I-KC-Os’ oligarchic context encouraged outsider executives’ MIC and L-MC that caused vicious distrust and ignorance cycles, stupidity and failures. A few high-moral knowledgeable mid-managers prevented total failures by vulnerable involvement that created virtuous trust and learning cycles. This, however, furthered dominance by ignorant ineffective L-MC executives and furthered use of MIC.

As managerial know-how portability is often illusory and causes negative dominance of ignorant outsider executives, new CEO succession norms and new yardsticks for assessing fitness of potential executives are required, proposed in the paper.

Oligarchic contexts encourage MIC and L-MC, hence democratization is called for to counter this negative impact and promote efficiency, effectiveness and innovation.

Untangling and linking the neglected topics of MIC and L-MC explains, for the first time, the prevalence of these related phenomena and their unethical facets, particularly among outsider executives and managers, emphasizing the need for their phronetic ethnographying to further explain the resulting mismanagement.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:

This study looks at the usage of the internet for personal use during office hours. The study hopes to establish whether this unauthorized usages leads to work inefficiency.

A sample of 126 employees from the Penang Free Trade Zone area was conveniently selected to respond to a structured questionnaire. As this is only a preliminary study, a proper sampling frame was deemed not necessary. The purpose of the study was to get a feel of the current situation before proceeding on a larger scale.

The results indicate that the problem of personal web use during office hours is prevalent and this leads to work inefficiency. The personal web use was divided into four categories (personal downloading, personal information research, personal communication and personal e‐commerce). The regression results indicate that three of the usage are positively related to work inefficiency. Personal downloading (β=0.315, p< 0.01), personal information research (β=0.259, p<0.01), personal e‐commerce (β=0.280, p<0.05) whereas personal communication (β=0.038, p>0.05) was not significantly related to work inefficiency. This finding empirically confirms the previous notion that personal web usage leads to work inefficiency.

The research shows gross ignorance on the part of the employees about what is acceptable and what is not in terms of acceptable internet usage in the work place. The main limitation is that the sample was limited to a certain state in Malaysia and future research may want to cover a bigger geographical area.

The employers have to embark on a campaign to educate the employees on the policy of acceptable use in their respective companies to arrest this phenomenon.

Not many papers have been written looking at this issue and especially in the context of a developing country like Malaysia.