The dark side of knowledge transfer: Exploring knowledge leakage in joint R&D projects |
| |
| Institution: | 1. Luleå University of Technology, Entrepreneurship and Innovation, SE-971 87 Luleå, Sweden;2. TRUMPF Machine Tools International, Johann-Maus-Straße 2, 71254 Ditzingen, Germany;3. Ball State University, Miller College of Business, 2000W University Avenue, Muncie, IN 47306, United States;1. Faculty of Economics and Business, Department of Managerial Economics, Strategy and Innovation, KU Leuven, Belgium;2. School of Business and Economics, Department of Organisation and Strategy, Maastricht University, The Netherlands;3. Facultad Latinoamericána de Ciencias Sociales, Ecuador;4. ACED, Department of Management, University of Antwerp, Belgium;5. UNU-MERIT, The Netherlands;6. Free University Amsterdam, The Netherlands;1. Department of Management, Technology and Economics, ETH Zürich, 8092 Zürich, Switzerland;2. Department of Organization & Strategy, School of Business and Economics, Maastricht University, 6200 MD Maastricht, The Netherlands;3. School of Management, Royal Holloway University of London, TW20 0EX Egham, Surrey, United Kingdom;4. UNU-MERIT, 6211 AX Maastricht, The Netherlands;1. Hasselt University, Hasselt, Belgium;2. Vlerick Business School, Leuven, Belgium;3. University of Leuven, Leuven, Belgium;4. FWO Flanders, Brussels, Belgium;5. ESADE Business School, Barcelona, Spain;6. National University of Singapore, Singapore, Singapore |
| |
| Abstract: | Knowledge leakage refers to loss of technological knowledge intended to stay within a firm?s boundaries and may cause a “weakened state” in which a focal firm loses its competitive advantage and industry position. Based on multiple case studies of knowledge leakage in joint research and development (R&D) projects in large firms in Sweden, this paper makes two contributions. First, in contrast to the uni-dimensional dyadic leakage process assumed in the literature, we find that the knowledge leakage process is multi-dimensional and exists in three varieties: i) a process whereby an external party assimilates knowledge from a focal firm, ii) a process whereby an external party assimilates knowledge from another external party, and iii) a process whereby the focal firm uses knowledge already shared with an external party in such a way that it becomes sensitive. Second, where the prior literature suggests that core knowledge must be protected from leakage, we find that some core knowledge can leak without negative effects, whereas some knowledge, being non-core to a focal firm, can have severe negative effects. These insights provide novel theoretical implications and new insights into how firms can manage knowledge leakage in practice. |
| |
| Keywords: | Knowledge leakage Knowledge transfer Process innovation Open innovation Appropriability of innovation |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
