Knowledge sharing and knowledge protection: An investigation of interorganizational collaboration in China

In: Knowledge and process management: the journal of corporate transformation ; the official journal of the Institute of Business Process Re-engineering, Band 31, Heft 2, S. 140-156

Abstract

AbstractThe effective management of knowledge sharing and protection poses a critical challenge for enterprises engaged in interorganizational collaboration. Prior research has indicated that knowledge sharing and protection are often viewed as incompatible or even contradictory organizational behaviors. This study presents a more comprehensive theoretical framework that takes into account both knowledge sharing and protection. To investigate the relationships between influential antecedent factors and collaborative performance outcomes, we conducted a survey involving 247 knowledge‐intensive manufacturing companies in China. The study contributes to the field by developing a conceptual model for understanding knowledge sharing and protection, and it also provides practical value through the introduction of "Knowledge Sharing and Protection Guidelines." These guidelines are designed to assist enterprises in enhancing their individual performance, expanding their market share, and bolstering their competitiveness. Simultaneously, they aim to foster innovation and create market advantages for all stakeholders engaged in interorganizational collaboration, ultimately leading to improvement in overall performance.