Knowledge Leakage when SMEs Participate in Supply Chains

Svensson, Ann

doi:10.4018/ijkss.2016070103

Cited by 4 publications

(3 citation statements)

References 47 publications

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“…Although knowledge sharing may be very difficult, it is a precondition for the organization's innovation (Chesbrough 2003;Sáenz et al 2012). Having accepted the important role of knowledge sharing in innovation performance, it is disappointing to note that the potential harmful impacts of accidental and intentional knowledge leakage on this relationship are still neglected or underdeveloped in the literature (Aggestam 2016;Ritala et al 2015). An organization's entrepreneurial orientation can be explained in various ways, such as a desire to be innovative and constantly entertain new ideas or to be more proactive to grab the opportunities in the market (De Clercq et al 2015).…”

Section: Introductionmentioning

confidence: 99%

Knowledge leakage, an Achilles’ heel of knowledge sharing

et al. 2019

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In today's knowledge-based economy, organizations are progressively accumulating the knowledge, which they required for innovation, from outside their boundaries. Having accepted the important role of knowledge sharing in innovation performance, it is disappointing to note that the potential harmful impacts of accidental and intentional knowledge leakage on this relationship are still neglected or undeveloped in the literature. Therefore, this study aims to investigate the impact of knowledge sharing and entrepreneurial orientation on organization's innovation performance, considering intentional and accidental leakage of knowledge. Data were collected using a structured questionnaire from 151 manufacturing SMEs operating in Malaysia, listed in Federation of Malaysian Manufacturers (FMM) directory of 2017. Purposive sampling technique was used in this study and data were analyzed using partial least squares technique. The findings of this study show that there is a positive and significant relationship between entrepreneurial orientation and knowledge sharing (R 2 = 0.140). Moreover, knowledge sharing and entrepreneurial orientation have a positive and significant effect on innovation performance (R 2 = 0.500). In addition, the results show that accidental knowledge leakage negatively moderates the relationship between knowledge sharing and innovation performance. However, accidental knowledge leakage has no moderating effect in the same relationship. This research is important due to the increasing complexity and the networked nature of innovation and high risk of knowledge leakage in this environment. The findings of this study contribute to the understanding of the potentially positive and negative issues related to entrepreneurial orientation, knowledge sharing, innovation performance, and knowledge leakage, which have thus far remained empirically under-researched.

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Section: Introductionmentioning

confidence: 99%

Knowledge leakage, an Achilles’ heel of knowledge sharing

et al. 2019

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“…Enterprise resource planning (ERP) is an integrated management software for key business processes (Mesbahi et al, 2015), and it is used widely in supply chain management (SCM) where practices can be implemented jointly among supply chain partners so that they will remain competitive in a fastchanging business environment (Aggestam, 2016;Fernando & Evans, 2015). ERP software generally uses traditional material requirement planning (MRP) technique introduced by Orlicky in 1975 which allows the calculation for its production and purchasing planning modules.…”

Section: Introductionmentioning

confidence: 99%

Finite Capacity Material Requirement Planning System for a Three-Stage Supply Chain Under Manufacturer-Managed Scheduling Concept

Paopongchuang

Yenradee

2023

International Journal of Knowledge and Systems Science

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Supply chain management (SCM) is critical to the success of manufacturing industries. Advanced production planning and scheduling functions capable of coping with activities in a supply chain (SC) are presently needed. A finite capacity material requirement planning (FCMRP) system for a three-stage SC, defined as “3-SC FCMRP,” is presented herein. The system aims to generate feasible production and transportation schedules for the SC based on the manufacturer-managed scheduling concept, which allows the main manufacturer to manage the production schedule by considering the finite capacities of the factory work centers, suppliers, as well as customers. The system is based on a modular design concept that allows each module to be modified easily and independently. Experimental results show that all subsystems have statistically significant effects on the total cost of the SC, and schedules generated by the 3-SC FCMRP system are more realistic than those generated by the FCMRP system for the single or two-stage SC.

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“…In particular, knowledge misappropriation is an important moral hazard problem in knowledge sharing and occurs when organizational knowledge, such as strategies, policies, product knowledge, and customer information, is used by partners in areas outside the scope of the alliance agreement (Ahmad et al, 2014;Alvarez & Barney, 2001;Jiang et al, 2013). Many papers have studied theoretical models that characterize knowledge misappropriation or knowledge leakage (Aggestam, 2016;Galati et al, 2019;Tan et al, 2016;Tsang et al, 2016), and a few papers have emphasized the importance of knowledge protection in organizations (Bloodgood & Salisbury, 2001;Frishammar et al, 2015;O'Donoghue & Croasdell, 2009). Tan et al (2016) pointed out that knowledge misappropriation is an important factor that affects knowledge sharing decisions.…”

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confidence: 99%

A double moral hazard model for inter‐organizational knowledge sharing

Guo

2021

Expert Systems

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In inter-organizational knowledge sharing, the firms share sensitive organizational knowledge to jointly solve a problem. However, the knowledge sender may conceal knowledge and the knowledge receiver may misappropriate the knowledge received from the sender. We formalize this situation using the double moral hazard framework and develop Stackelberg game models for symmetric and asymmetric information scenarios. First, we analyse the motivation for triggering double moral hazard.We find that by concealing knowledge, the sender cannot reduce the loss due to misappropriating knowledge. Second, we analyse the impact of improved punishment mechanism on the behaviours that trigger double moral hazard, and find that there exists a threshold policy with respect to monitoring effort to prevent double moral hazard. Third, we get the conditions under which the partner has the motivation to prevent the monitor from adopting a deception strategy.

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Knowledge Leakage when SMEs Participate in Supply Chains

Cited by 4 publications

References 47 publications

Knowledge leakage, an Achilles’ heel of knowledge sharing

Knowledge leakage, an Achilles’ heel of knowledge sharing

Finite Capacity Material Requirement Planning System for a Three-Stage Supply Chain Under Manufacturer-Managed Scheduling Concept

A double moral hazard model for inter‐organizational knowledge sharing

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