Job mobility restriction mechanisms and appropriability in organizations: The mediating role of secrecy and lead time

Delerue, Hélène; Lejeune, Albert

doi:10.1016/j.technovation.2010.01.002

Cited by 48 publications

(31 citation statements)

References 46 publications

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“…If a secret leaks, a company may lose advantages over competitors and other parties. Especially in cooperative relationships, trade secrets are difficult to maintain (Delerue & Lejeune, 2010), and incurred losses are hard to recoup. Restricting the flow of information in cooperative partnerships also may constrain desired information spillovers that foster innovation, inhibit organizational learning, and create employee discontent (James, Leiblein, & Lu, 2013).…”

Section: Definition Forms and Use Of Secrecymentioning

confidence: 99%

“…R&D cost savings for competitors (Arundel, 2001;Delerue & Lejeune, 2010;Harabi, 1995;Hussinger, 2006), who can start early with inventing around patent (Harabi, 1995).…”

Section: Disclosure Effectsmentioning

confidence: 99%

“…No legal protection (Delerue & Lejeune, 2010;Hall et al, 2012). Protection by withholding valuable information.…”

Section: Legal Protection Benefitsmentioning

confidence: 99%

“…In terms of strategic advantages from secrets, research shows that exchanging secrets facilitates cooperation in informal networks through reciprocity (Schrader, 1991) and reduces the possibility of holdups (Delerue & Lejeune, 2010). Yet no research has investigated how and in what circumstances firms might gain more by disclosing rather than keeping a secret.…”

Section: Stage Iiia: Protection and Exploitation Of The Secretmentioning

confidence: 99%

“…This study focuses on secrecy as a knowledge protection tool, noting that secrecy offers one of the most important appropriability mechanisms for firms of all sizes and industries (Arundel, 2001), especially for industries where value depends on knowledge creation and exploitation activities (Hannah, 2007). However, secrecy also is complex and difficult for modern firms, due to increased employee mobility (Delerue & Lejeune, 2010, 2011, the digitalization of content, the ease of recording and distributing information through mass communication technologies and social media (Harris, 2009), the wider uses of open innovation and strategic alliances in R&D activities (Bogers, Afuah, & Bastian, 2010;Drechsler & Natter, 2012), and greater reliance on cross-functional teams (Carbonell & Rodriguez, 2006;Sethi, Smith, & Park, 2001). In today's informationrich, dynamic environments, secrecy management is strategically relevant (Cohen, Nelson, & Walsh, 2000) and a source of competitive advantage (Hannah, 2005).…”

Section: Introductionmentioning

confidence: 99%

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A dynamic view on secrecy management

Bos

Broekhuizen²,

Faria³

2015

Journal of Business Research

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a b s t r a c t Available online xxxxKeywords: Secrecy Innovation Appropriability Secrecy management lifecycle Purpose -The current study provides a literature review on secrecy as mechanism for appropriating value from innovation. It synthesizes previous findings into a framework that can explain the advantages of exercising secrecy versus patenting. It also examines the management lifecycle of secrecy. Design/methodology/approach -It takes a dynamic perspective and suggests a four-stage secrecy management lifecycle: creation of secret, installation of preventive mechanisms, protection and exploitation, and minimization of leakage. Findings -Based on the four stages, the study highlights under-researched areas, and develops a future research agenda for secrecy management. Originality/value -Despite the managerial and academic relevance of this topic, extant research does not offer a comprehensive framework for the concept of secrecy. This study provides a dynamic perspective to highlight the important aspects of secrecy management during the lifecycle of secrets.

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Section: Definition Forms and Use Of Secrecymentioning

confidence: 99%

“…R&D cost savings for competitors (Arundel, 2001;Delerue & Lejeune, 2010;Harabi, 1995;Hussinger, 2006), who can start early with inventing around patent (Harabi, 1995).…”

Section: Disclosure Effectsmentioning

confidence: 99%

“…No legal protection (Delerue & Lejeune, 2010;Hall et al, 2012). Protection by withholding valuable information.…”

Section: Legal Protection Benefitsmentioning

confidence: 99%

Section: Stage Iiia: Protection and Exploitation Of The Secretmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

A dynamic view on secrecy management

Bos

Broekhuizen²,

Faria³

2015

Journal of Business Research

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Spillover effects of information leakages in buyer–supplier–supplier triads

Ried

Eckerd

Kaufmann

et al. 2020

J of Ops Management

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Information leakages—the unauthorized sharing of an organization's information with another organization—are a growing concern in today's supply chains, but remain relatively underexplored. Drawing on attribution theory and observational learning, our research investigates inter‐organizational information leakages from a network perspective. We assess the spillover effects of opportunistic and inadvertent information leakages between an OFFENDER organization and a VICTIM organization on the relationship between the OFFENDER and a nonpartisan OBSERVER. We consider the roles of integrity‐ and ability‐based trust, as well as operational similarity between the organizations. We conducted scenario‐based experiments with 181 sales practitioners recruited via MTurk and supplemented those results with post hoc interviews. Our results show clear spillover effects: The OBSERVER's willingness to share information with the OFFENDER decreases significantly after any type of information leakage between the OFFENDER and the VICTIM, but more so for opportunistic leakages. Integrity‐based trust mediates the relationship between intentionality and information sharing willingness. We also find indications of an unexpected collateral damage effect in that to some extent, both trust dimensions decrease in both forms of information leakage. Further, for opportunistic information leakages, the OBSERVER's willingness to share information with the OFFENDER decreases more when OBSERVER and VICTIM are operationally similar.

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Managing collaborative ideation: the role of formal and informal appropriability mechanisms

Gama

2018

Int Entrep Manag J

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Collaborative ideation is a key practice for innovation. Implementing suitable appropriability mechanisms during this collaborative ideation is a necessary yet difficult task. This difficulty owes to a high level of uncertainty and low level of codification because partners work on loosely defined concepts that may change during the collaboration. Firms can employ several appropriability mechanisms to protect their knowledge. Examples include patents, copyright, legal agreements, document management, lead time, secrecy and complexity. However, the best time to apply each mechanism remains unclear, and few empirical studies have explored this issue. This study is based on exploratory case studies of three manufacturing firms. The goal is to identify which appropriability mechanisms are pertinent at each phase of collaborative ideation and how they influence the effectiveness of protection. The results of the analysis lead to the development of a model describing the managerial practices that influence the effectiveness of protection. The results also lead to a set of research propositions to define when each appropriability mechanism is most likely to be used. Overall, this research contributes to the discussion of how to integrate formal and informal appropriability mechanisms for safe collaborative ideation.

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Job mobility restriction mechanisms and appropriability in organizations: The mediating role of secrecy and lead time

Cited by 48 publications

References 46 publications

A dynamic view on secrecy management

A dynamic view on secrecy management

Spillover effects of information leakages in buyer–supplier–supplier triads

Managing collaborative ideation: the role of formal and informal appropriability mechanisms

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