A New Direction for Epistemic Injustice in Business

Despite substantial corporate investment in mentorship, learning, and talent development, access to these knowledge sharing practices may be unequal. This could be due to structural prejudices that determine who receives mentorship, whose learning is prioritised, and how knowledge is shared in organisations. Philosophical business ethics research has primarily focused on speaker-directed epistemic injustice, where employees’ testimony is silenced or discredited. This article introduces hearer-directed epistemic injustice, a novel concept that highlights the wrong suffered by employees who are unjustly denied knowledge. Using Hidden Figures as a case, this article illustrates how testimonial oversimplification or omission can perpetuate structural inequalities in organisations. By extending Fricker’s theory of epistemic injustice, I argue that “speakers”—mentors, managers, finance professionals, and leaders—should actively foster virtuous knowledge sharing practices. This research contributes to business ethics by providing a conceptual framework for identifying hearer-directed epistemic injustice in organisations and ways to mitigate prejudice in organisational epistemic practices.