“…This is a deeply rooted concern of firm managers highlighting that engaging in external knowledge sharing might come with the cost of risking appropriability (Cassiman and Veugelers, ; Alexy et al, ; Henkel et al, ) acting as a deterrent for firms to enter into collaboration settings in the first place (Hamel, ; Heiman and Nickerson, ; Ritala and Hurmelinna‐Laukkanen, ) since particularly innovative firms might lose their competitive advantage position without receiving benefits in return (Ritala et al, ). Frishammar et al (), however, found that a firm's core know‐how may leak to its partners without weakening the firm's competitive situation, while leakage of other, non‐core knowledge may have serious negative consequences for the focal firm's competitive position—depending on the specific knowledge base of the respective partner, especially the one of competitors (Hurmelinna‐Laukkanen and Olander, ). Nonetheless, knowledge leakage that is unconscious, uncontrolled and beneficial to only one party facilitates imitation of a firm's technology, products or services.…”