Exploring Knowledge Flows and Losses in the ‘Open Innovation’ Age

Trott, Paul

doi:10.1057/9780230285736_6

Cited by 5 publications

(5 citation statements)

References 72 publications

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“…Hence, labels such as core-proprietary information or know-how (Kale et al, 2000) or highly tacit and core (Norman, 2002) describe the subset of knowledge involved in leakage. For example, a firm's ability to generate profits from technology depends on the level of protection it can exert over its core competencies (Hamel and Prahalad, 1990;Trott, 2008). Conversely, core knowledge can be absorbed from another party, just as a partner can absorb core knowledge from a focal firm (Hamel, 1991).…”

Section: Prior Literature On Knowledge Types In Knowledge Leakage Promentioning

confidence: 99%

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The dark side of knowledge transfer: Exploring knowledge leakage in joint R&D projects

2015

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Section: Prior Literature On Knowledge Types In Knowledge Leakage Promentioning

confidence: 99%

“…Both tacit and codified knowledge may leak through these suppliers when they interact with others; i.e. these firms systematically engage in "non-exclusive" relationships (Trott, 2008).…”

Section: Research Settingmentioning

confidence: 99%

The dark side of knowledge transfer: Exploring knowledge leakage in joint R&D projects

2015

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“…This drawback is particularly critical for firms that are highly involved in NPD because the firm gives up temporary monopoly of new products and thus the erosion of monopoly profits increases. Moreover, licensing may cause the loss of control over core competencies because of unintended knowledge spillover (Trott, ). The risk of counterfeiting and imitation, and the resulting weakening of the competitive position, is more serious for innovative firms whose performance is likely to depend highly on technological “crown jewels” (Kline, ).…”

Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

Technology Exploitation Paths: Combining Technological and Complementary Resources in New Product Development and Licensing

Bianchi¹,

Frattini²,

Lejarraga³

et al. 2014

J of Product Innov Manag

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Technological resources in the form of patents, trade secrets, and know-how have become key assets for modern enterprises. This paper addresses a critical issue in technology and innovation management, namely, the commercial exploitation of technological resources resulting from research and development (R&D) investments. Extracting economic value from these resources by maximizing the benefits for shareholders is an extremely challenging task because technological resources are intangible, idiosyncratic, uncertain, predominantly tacit, and with poorly defined property rights. In their attempt to extract the maximum value from their technological resources, firms increasingly combine their internal exploitation through new product development (NPD) with external exploitation through licensing. However, most existing studies on NPD and technology licensing have treated the two exploitation paths independently and in isolation, which has resulted in two separate research streams using different theories and addressing different managerial challenges. The purpose of this paper is to contribute to filling this gap by developing and testing a comprehensive conceptual framework that simultaneously considers the antecedents affecting the successful implementation of NPD and licensing strategies as well as their consequences on firm profitability. The paper in particular investigates the effects of the interplay between technological resources and three types of complementary resources, marketing, manufacturing, and relational. We test the model using structural equation modeling on a sample of 733 Spanish manufacturing firms observed from 2003 to 2007. The data provide support for the existence of different paths to market firm technologies: an internal path, whereby the ownership of technological resources fully explains NPD performance, and an external path, whereby high intensity of marketing and relational resources reinforces the positive effect of technological resources on licensing performance. This sustains the relevance of the resource-based value-enhancing effects of complementary resources in licensing, as opposed to the motivation-reducing effects advanced by transaction cost-based literature. Moreover, the empirical analysis shows a substitution effect between NPD and licensing, whereby their simultaneous pursuit at intense levels is associated with lower profit margins. This provides evidence of the much theorized, but seldom tested, rent dissipation effect. These findings offer several contributions to research on licensing, NPD, open innovation, and the resource-based view of the firm. On a managerial level, they suggest that achieving maximum value from proprietary technologies may not entail exploiting them both through external and internal paths. Managers are also informed that the resource combinations that enhance licensing performance include marketing and relational resources

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“…Strategic management literature highly regards the importance of learning in a joint activity. Firms with intentions to learn focus their energies in search of relevant information (Trott, 2008). Organizational learning in a collaborative project has been reasoned to knowledge acquisition, innovations and elevated competitiveness (Jiang et al , 2016); (Kanwal et al , 2019).…”

Section: Literature and Hypotheses Developmentmentioning

confidence: 99%

“…Losing commercially viable knowledge resources adversely affect focal firm’s competitiveness (Alghail et al , 2021a); (Abbas and Alghail, 2021) and its centrality in the alliance, which further challenge its prospects of future networking and existence (Jiang et al , 2016); (Shi et al , 2019). How to curtail propensities of knowledge leakage has remained a concern of utmost importance for researchers and practitioners equally and is aimed in this study (Alghail et al , 2021a); (Abbas and Alghail, 2021); (Durst and Zieba, 2019); (Trott, 2008). The systematic review of literature highlights the following important research gaps.…”

Section: Introductionmentioning

confidence: 99%

Restraining knowledge leakage in collaborative projects through HRM

Fawad Sharif,

Naiding,

Kifayat Shah

2022

VJIKMS

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Purpose Collaborative projects require overlapping skills and capabilities to facilitate knowledge transfer. However, not all kinds of learning are virtuous and some may lead to leakage of commercially valuable knowledge. The purpose of this paper is to explain and restrain leakage of organizational competitive knowledge in collaborative projects. Design/methodology/approach A total of 398 survey questionnaires are collected from project-based firms in Pakistan. We gathered data from horizontal and vertical collaborations. Analysis is conducted with transaction cost economics lens through Process Macro 3.0. Findings Findings suggest that partner’s learning intent (PLI) and distrust positively affect knowledge leakage, whereas human resource management (HRM) practices have negative effect on knowledge leakage. Furthermore, HRM practices negatively moderate the relationship between PLI and knowledge leakage and distrust positively mediates it. Research limitations/implications This study integrates HRM with knowledge management to restrain knowledge leakage and contributes to knowledge management and strategic management. This study examines knowledge leakage in the presence of passive opportunism. Originality/value This study explains how passive opportunism translates into opportunistic behavior. Besides, effectiveness of HRM practices are least surveyed to restrain passive and active opportunisms.

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Exploring Knowledge Flows and Losses in the ‘Open Innovation’ Age

Cited by 5 publications

References 72 publications

The dark side of knowledge transfer: Exploring knowledge leakage in joint R&D projects

The dark side of knowledge transfer: Exploring knowledge leakage in joint R&D projects

Technology Exploitation Paths: Combining Technological and Complementary Resources in New Product Development and Licensing

Restraining knowledge leakage in collaborative projects through HRM

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