Managerial secrecy and intellectual asset protection in SMEs: The role of institutional environment

Delerue, Hélène; Lejeune, Albert

doi:10.1016/j.intman.2010.10.002

Cited by 31 publications

(10 citation statements)

References 70 publications

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“…Prior studies document that the biggest threat firms face regarding the appropriation of value created through their innovative activities is not the prying eyes of competitors, but leakage of vital knowledge through their current and former organizational members in whom that knowledge is embedded (Delerue & Lejeune, 2011; Hannah, 2005, 2006; Manhart & Thalmann, 2015; Ritala et al, 2015). In the absence of strong formal institutional mechanisms preventing such knowledge leakage or restricting the use of leaked knowledge by potential competitors, an “institutional void” exists (Khanna & Palepu, 1997; Puffer et al, 2010).…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

When Can Families Fill Voids? Firms’ Reliance on Formal and Informal Institutions in R&D Decisions

Brinkerink

Rondi

2020

Entrepreneurship Theory and Practice

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Firms are more prone to allocate their resources to research and development (R&D) when they are confident about their ability to appropriate the value created through these activities. In this regard, policymakers introduce formal intellectual property rights (IPR) institutions to create an innovation-friendly environment. Less formalized shared values and norms are however likely to affect the extent to which organizations depend on the strength of formal institutions in determining their R&D strategy. Embracing an institution-based perspective on firm-level strategic decision-making, we examine whether the degree to which a firm relies on strong formal IPR institutions in R&D decisions depends on the configuration of informal institutions in its environment, including family and societal culture. We test our hypotheses on a representative sample of privately-held European manufacturing firms and find that the family institution can play an “institutional void filling” role through involvement in ownership and management. This is particularly the case when the firm is embedded in a collectivist culture coherent with the family’s values and norms imbued in the business. Our study offers contributions to the institution-based view, innovation, and family business literatures.

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Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

When Can Families Fill Voids? Firms’ Reliance on Formal and Informal Institutions in R&D Decisions

Brinkerink

Rondi

2020

Entrepreneurship Theory and Practice

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“…Important examples include the economic and legal theory of intellectual property ownership (e.g. Anton & Yao, 2004; Cheung, 1982; Epstein, 2004; Maurer & Zugelder, 2000; Scheppele, 1988; Stead & Cross, 2009; Swedberg, 2003); and, relatedly, the organizational dilemmas of protecting innovations (Delerue & Lejeune, 2011; Dougherty, 2001; Hannah, 2007; Katila et al, 2008; Knott & Posen, 2009; Teece, 1986). These literatures are mostly concerned with what Goffman calls ‘strategic secrecy’ (1959, p. 141), namely, the protection of valuable organizational assets through concealment.…”

Section: Approaching Organizational Secrecymentioning

confidence: 99%

Bringing Secrecy into the Open: Towards a Theorization of the Social Processes of Organizational Secrecy

Costas

Grey

2014

Organization Studies

187

141

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This paper brings into focus the concept of organizational secrecy, defined as the ongoing formal and informal social processes of intentional concealment of information from actors by actors in organizations. It is argued that existing literature on the topic is fragmented and predominantly focused on informational rather than social aspects of secrecy. The paper distinguishes between formal and informal secrecy and theorizes the social processes of these in terms of identity and control. It is proposed that organizational secrecy be added to the analytical repertoire of organization studies.

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“…For example, Intellectual Property Law can provide various channels for managers to realize the value of intellectual property, which in turn determines the competitiveness of organizations; Trademark Law is used to protect the brand and reputation of firms, which will influence their financial performances indirectly [11]. In a sample of 297 SMEs from 19 countries, Delerue & Lejeunefound that the attributes of institutional environment can explain managerial use of secrecy [12]. Compared with large companies, it is more important for SMEs to have supporting legal and institutional rules [13].…”

Section: A Influence Of Rse On Sme Performancementioning

confidence: 99%

The Impact of Regional Soft Environment on SME Performance in China:Considering the Moderating Effect of Firm Life Cycle

Yu¹,

Duan²

2016

Proceedings of the 2016 International Symposium on Business Cooperation and Development

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Research on the affect of regional soft environment (RSE) influencing and accelerating Small and Medium Enterprises' (SME) performance has been paid great attention to by scholars recently. Based on literature review of relationship between external environment and SMEs, some propositions about RSE, SME performance and FLC are derived. On the ground of a survey data from 262 CEO-owners in Chinese SMEs, the paper tests the direct effect of RSE on SMEs performance and the moderating effect of FLC by regression analysis, and several important conclusions can be drawn. First, RSE does have a significantly positive impact on SME performance, whether for short-term or long-term one. Second, the six key components of RSE only have significantly positive influences on SME long-term performance, insignificant on the short-term performance. It means that RSE development in China is a longterm program, and its effect has a time lag. Third, FLC plays a negatively moderating role in the association between RSE and SME performance, which means there is a stronger linkage between RSE and SME performance when SMEs are in earlier stage of organizational life cycle. And finally, the effect and components of RSE on SME performance vary with organizational life cycle.

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Managerial secrecy and intellectual asset protection in SMEs: The role of institutional environment

Cited by 31 publications

References 70 publications

When Can Families Fill Voids? Firms’ Reliance on Formal and Informal Institutions in R&D Decisions

When Can Families Fill Voids? Firms’ Reliance on Formal and Informal Institutions in R&D Decisions

Bringing Secrecy into the Open: Towards a Theorization of the Social Processes of Organizational Secrecy

The Impact of Regional Soft Environment on SME Performance in China:Considering the Moderating Effect of Firm Life Cycle

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