Preventing organizational knowledge leakage: the influence of knowledge seekers’ awareness, motivation and capability

Abstract

Purpose This study aims to investigate how a knowledge-seeking organization’s awareness of valuable knowledge, and the motivation and capability to acquire the knowledge, influence attempts to acquire the knowledge. This study also aims to identify how knowledge-possessing organizations recognize the possibility of and craft strategies to prevent this knowledge leakage. Design/methodology/approach A process model is created and an empirical examination is performed to help knowledge-possessing organizations understand and identify situations where potential knowledge-seeking organizations will attempt to acquire valuable knowledge. Findings Knowledge-seeking organizations must be aware of valuable knowledge, and have the motivation and capability to acquire it in order to attempt to acquire the knowledge. Accordingly, knowledge-possessing organizations can inhibit awareness, motivation and capability of potential knowledge-seeking organizations to stave off and degrade knowledge acquisition attempts. Research limitations/implications Employment of the awareness, motivation and capability framework provides a comprehensive approach for researchers to hypothesize and empirically examine the factors most relevant to knowledge leakage. This approach expands the literature on absorptive capacity by increasing emphasis on awareness and motivation with regard to knowledge acquisition. Practical implications Employment of the awareness, motivation and capability framework provides managers with the means to comprehensively assess the likelihood that other organizations will attempt to acquire their knowledge. It also helps managers determine efficient and effective ways to inhibit knowledge leakage. Originality/value The authors pioneer the application of the awareness, motivation and capability framework to knowledge leakage. The authors subsequently propose a process model and empirically examine the relationships pertaining to knowledge leakage and its prevention.

Firm Resource Utilization and Enhancement Process: (Mis)Perception and Firm Performance

“…For example, in some situations, such as the presence of network externalities and a competitively superior product, firms can benefit from imitation by competitors (Conner, 1995). Alternatively, firms can be harmed in closed network situations, by, for example, knowledge leakage to competitors (Bloodgood & Chen, 2022).…”

The Effects of Government Protectionism: An Awareness, Motivation, Capability Approach

“…It is necessary for all three elements to be present before a related firm behavior occurs. The AMC arises from Vroom's (1964) expectancy theory and has been used by a variety of researchers to explain firm behaviors such as reducing knowledge leakage to competitors (Bloodgood and Chen, 2022), engaging in rivalrous actions (Chen et al, 2007) and environmental sustainability (Schniederjans and Khalajhedayati, 2021).…”

Managing knowledge loss: a systematic literature review and future research directions

“…K-loss, an umbrella concept, incorporates impacts of knowledge leakage (Bloodgood and Chen, 2022; Frishammar et al. , 2015), forgetting (de Holan and Phillips, 2004), sabotage (He et al.…”

“…, 2001; Tseole and Ngulube, 2022). Knowledge leakage involves the external release of knowledge meant to remain within organizational boundaries (Bloodgood and Chen, 2022; Frishammar et al. , 2015), knowledge sabotage is the intentional failure to share or misdirect key knowledge required by other employees (He et al.…”

“…K-loss, an umbrella concept, incorporates impacts of knowledge leakage (Bloodgood and Chen, 2022;Frishammar et al, 2015), forgetting (de Holan and Phillips, 2004), sabotage (He et al, 2023;Serenko, 2019;Serenko and Choo, 2020;Shamsudin et al, 2022;Siachou et al, 2021) and workforce attrition (De Holan and Phillips, 2004;Jain, 2023;McQuade et al, 2007;Shafer et al, 2001;Tseole and Ngulube, 2022). Knowledge leakage involves the external release of knowledge meant to remain within organizational boundaries (Bloodgood and Chen, 2022;Frishammar et al, 2015), knowledge sabotage is the intentional failure to share or misdirect key knowledge required by other employees (He et al, 2023;Serenko, 2019;Serenko and Choo, 2020;Shamsudin et al, 2022), and knowledge forgetting means discarding old action schemes and mental models affecting existing routines (de Holan and Phillips, 2004). These organizational K-loss events occur when memory shrinks over time as key employees depart and knowledge-sharing practices erode (De Holan and Phillips, 2004;Jain, 2023;McQuade et al, 2007;Shafer et al, 2001;Tseole and Ngulube, 2022).…”