dc.contributor.author |
Husted, John |
en |
dc.contributor.author |
Michailova, Snejina |
en |
dc.contributor.author |
Olander, H |
en |
dc.date.accessioned |
2016-09-19T23:08:26Z |
en |
dc.date.issued |
2013 |
en |
dc.identifier.citation |
International Journal of Innovation Management 17(6) Article number 1340022 01 Dec 2013 |
en |
dc.identifier.issn |
1363-9196 |
en |
dc.identifier.uri |
http://hdl.handle.net/2292/30410 |
en |
dc.description.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. |
en |
dc.publisher |
Imperial College Press |
en |
dc.relation.ispartofseries |
International Journal of Innovation Management |
en |
dc.rights |
Items in ResearchSpace are protected by copyright, with all rights reserved, unless otherwise indicated. Previously published items are made available in accordance with the copyright policy of the publisher. |
en |
dc.rights.uri |
https://researchspace.auckland.ac.nz/docs/uoa-docs/rights.htm |
en |
dc.title |
Dual allegiance, knowledge sharing, and knowledge protection: An empirical examination |
en |
dc.type |
Journal Article |
en |
dc.identifier.doi |
10.1142/S1363919613400227 |
en |
pubs.issue |
06 |
en |
pubs.begin-page |
1340022 |
en |
pubs.volume |
17 |
en |
pubs.end-page |
1340022 |
en |
dc.rights.accessrights |
http://purl.org/eprint/accessRights/RestrictedAccess |
en |
pubs.subtype |
Article |
en |
pubs.elements-id |
421571 |
en |
pubs.org-id |
Business and Economics |
en |
pubs.org-id |
Management & Intl Business |
en |
dc.identifier.eissn |
1757-5877 |
en |
pubs.number |
06 |
en |