Empirical evidence regarding the tension between knowledge sharing and knowledge expropriation in collaborations

By Bruce Arthur Heiman, Jack A. Nickerson. 2004

247 citations recorded by the source corpus.

Subfields: Accounting, Management Science and Operations Research, Safety Research

View Paper: https://www.semanticscholar.org/paper/d8c3e203c4fdfae2009f53cbb12d84f4a5718004

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Citations in the corpus

Knowledge sharing, knowledge leaking and relative innovation performance: An empirical study (2015, background): “In fact, such leakages – or even the threat of such leakages – may overshadow the benefits of knowledge sharing between firms (Hamel, 1991; Heiman and Nickerson, 2004).”
Cocreation of Value in a Platform Ecosystem: The Case of Enterprise Software (2012, background): “Knowledge that is not protected by any appropriation mechanism can, therefore, be profitably used by collaborators (Bresser 1988; Heiman and Nickerson 2004).”
Opportunity Discovery, Problem Solving and the Entrepreneurial Theory of the Firm (2007, background): “compare Alvarez and Barney, 2005; Jones and Butler, 1992; Ramirez, 1999; to Hansen and Nohria, 2004; Heiman and Nickerson, 2004; Kanter, 1989).”
Do cross-border acquisitions create value? Evidence from overseas acquisitions by Chinese firms (2016, background): “Limited cross-cultural understanding can lead to misunderstandings about assignments (Heiman, Li, Chan, & Aceves, 2008; Heiman & Nickerson, 2004; Oxley, 1997).”
The paradox of openness: Appropriability, external search and collaboration (2014, background): “Research has shown that firms need to protect their knowledge when they engage in formal external collaboration (Cassiman and Veugelers, 2002; Heiman and Nickerson, 2004), which is one means that firms can use to access skills and knowledge not available within the boundaries of their organizations.”
Friends, Acquaintances, or Strangers? Partner Selection in R&D Alliances (2008, methodology): “Recent research by Heiman and Nickerson (2002; 2004) also found that equity-based governance is typically adopted to deal with the potential opportunistic behaviors resulting from knowledge management practices that are designed to facilitate the transfer of tacit knowledge between partners.”
Walking the tight rope of coopetition: Impact of competition and cooperation intensities and balance on firm innovation performance (2014, background): “Heiman and Nickerson (2004) echoed von Hippel's (1994) argument that technical collaboration often involves the transfer of tacit knowledge to solve complex problems, so more intense and knowledge focused alliance relationships are helpful as they promote the transfer of knowledge.”
Location, collocation and R&D alliances in the European ICT industry (2009, background): “Firms need to deal with the fundamental dilemma of managing the tension between knowledge sharing and knowledge 21 expropriation (Heiman and Nickerson, 2004).”