Bounded Awareness and Tacit Knowledge: Revisiting challenger Disaster.

, and . J. Knowledge Management 16 (6): 934-949 (2012)


This paper’s aim is to highlight the relationship between individual tacit knowledge and bounded awareness in managerial decision making. The distinct three propositions are: managers’ dependence upon their existing tacit knowledge interacts with the bounds on their awareness in a cycle of positive reinforcement; different decision makers in the organization can experience differing bounds on their awareness towards the same piece of information; and the tension between experiences of success and failure influences the development of bounded awareness in individuals.

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