Dual allegiance, knowledge sharing, and knowledge protection: An empirical examination

Kenneth Husted*, Snejina Michailova, Heidi Olander

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

8 Citations (Scopus)

Abstract

Earlier research has put forward the theoretical proposition that R&D employees exhibit different patterns of allegiance - they tend to either develop a unilateral allegiance (to their own firm or to the inter-firm collaboration), a dual low allegiance or a dual high allegiance. It has also been proposed that each particular allegiance type influences these employees' knowledge sharing behaviour. The present paper empirically tests these claims. Analysing original data collected through 50 interviews that took place in 2011 and 2012 in the R&D units of two global firms in Finland, the United States, and China, we confirm that these allegiance patterns exist and there is a relationship between allegiance and knowledge sharing behaviour. We also extend the previous theoretical framework on which the study is based and analyse not only knowledge sharing, but also knowledge protection behaviour.

Original languageEnglish
Article number1340022
JournalInternational Journal of Innovation Management
Volume17
Issue number6
DOIs
Publication statusPublished - Dec 2013
MoE publication typeA1 Journal article-refereed

Keywords

  • Dual allegiance
  • knowledge protection
  • knowledge sharing
  • R&D collaboration

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