DUAL ALLEGIANCE, KNOWLEDGE SHARING, AND KNOWLEDGE PROTECTION: AN EMPIRICAL EXAMINATION

Kenneth Husted (), Snejina Michailova () and Heidi Olander ()
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Kenneth Husted: The University of Auckland Business School, Owen G Glenn Building, 12 Grafton Road, 1142 Auckland, New Zealand;
Snejina Michailova: The University of Auckland Business School, Owen G Glenn Building, 12 Grafton Road, 1142 Auckland, New Zealand;
Heidi Olander: Lappeenranta University of Technology School of Business, PO Box 20, FI-53851 Lappeenranta, Finland

International Journal of Innovation Management (ijim), 2013, vol. 17, issue 06, 1-33

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.

Keywords: Dual allegiance; knowledge sharing; knowledge protection; R&D collaboration (search for similar items in EconPapers)
Date: 2013
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Citations: View citations in EconPapers (2)

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DOI: 10.1142/S1363919613400227

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