1. Understanding and Assessing the Concept of Knowledge Leakage Diane Mynors and Souad Mohammed Brunel University Kathryn Walsh and Rhoda Coles University of Loughborough Paul Chan University of Northumbria Andrew Grantham and Raphael Kaplinsky University of Brighton

2. Original Aim and Objectives Aim Developing the concept of knowledge leakage and providing insights from a range of disciplines into the effect of knowledge leakage on UK productivity Objectives To explore if companies appreciate the significance of knowledge leakage To categorise knowledge leakage as a function of firm and inter-firm activities To develop an outline methodology for companies to assess their knowledge leakage holistically, to understand the risks and benefits associated with the leaks To provide an assessment as to the potential effect of knowledge leakage on productivity Source: Original Proposal

3. The Term Knowledge Leakage Previously reviewers had commented about the perception of the word Leakage in the term Knowledge Leakage Leakage has from the conception of the project been defined as: A flow in any direction Having positive, negative or neutral consequences For any configuration of organisation(s) and organisation interactions

4. Objective 1 To explore if companies appreciate the significance of Knowledge Leakage Case Studies: 2 sets of very in depth triangulated interviews completed others in progress and planned Questionnaires: 1000+ just sent out. Already have 30+ responses Who have we asked: Scoping Studies: 8 face-to-face interviews of considerable length and company tours

5. Objective 1 Contd. To explore if companies appreciate the significance of Knowledge Leakage Many companies had never considered knowledge leakage and said their eyes had been opened. Examples: Amazing response from companies “This was very interesting and I came to the conclusion that the company can do much to absorb knowledge and improve performance, much is left to chance and managers' intuition.” Inflow - positive “[I have] never considered knowledge transfer in this light. We know there is knowledge leakage but to what extent it affects the business we have little knowledge.” Outflow – negative / positive

6. Objective 2 To categorise knowledge leakage as a function of firm and inter-firm activities Forms of KL Inter-Firm Intra-Firm High level knowledge leakage framework Grounded Research led to..… Intentional NegativePositive Impact Knowledg e Leakage Negative Unintentional Flow in or out

7. Objective 2 Contd. To categorise knowledge leakage as a function of firm and inter-firm activities Grounded research led to..… Suppliers Competitors Customers Interactions with other organisations/bodies Human resources: people flow IPR and Trust Vectors/ Drivers Intentional Negative Positive Impact Knowledg e Leakage Negative Unintentional Flow in or out Example: subset people ….

8. Temporary workers can leave with knowledge of firm, processes, and strategy (outflow) Knowledge benefits accumulate from inflow of new people (inflow) Temporary workers (inflow and outflow) Transmitting important knowledge or information to external organisations (outflow) Gaining other people’s knowledge (inflow) People who come from other organisations (inflow and outflow) Intentional NegativePositive Knowledge leakage impact Source of knowledge leakage via people inflows and outflows PEOPLE subset Expertise leaving (outflow) Knowledge benefits accumulate from inflow of new people (inflow) People leaving (outflow) Disruption to work processes (e.g. maternity leave and sickness) Temporary and unanticipated loss of staff (outflow) Unintentional

9. Objective 3 To develop an outline methodology for companies to assess their knowledge leakage holistically, to understand the risks and benefits associated with the leaks The three level web based tool – being worked upon Companies will be able to compare their responses Initial comparative data from questionnaire responses Working towards this objective has raised many issues which will need to be extensively investigated - a follow on project

10. Objective 4 To provide an assessment as to the potential effect of knowledge leakage on productivity Part of productivity indicators working document Difficult

11. To Date and Beyond Opened a new research area Developed a good initial taxonomy A crucial web tool will be completed New questions/issues have arisen: Development of a significantly more sophisticated tool Decision making tools based on Knowledge Leakage (KL) risk/gain and new business models that include KL Development of methodologies and strategies for companies to enable KL control, even optimisation Initial work has shown certain issues need further research Importance will grow with increased global partnerships

12. Progress towards Deliverables

13. Dissemination 1 1.Taxonomy of Knowledge Leakage: Some Early Developments Proceedings of the 22 nd Association of Researchers in Construction Management Conference 2.The Impacts of Knowledge Leakage in Construction Proceedings of Construction in the 21 st Century: Local and Global Challenges conference. 3.Towards A Taxonomy of Knowledge Leakage:Literature and Framework Proceedings of the British Academy of Management 4.Understanding the Concept of Knowledge Leakage through People: Scoping Study Proceedings of the European and Mediterranean Conference on Information Systems Accepted Conference Papers

14. Dissemination 2 1.Developing the Concept of Knowledge Leakage in Relation to UK Productivity The International Journal of Knowledge, Culture and Change Management. 2.Unearthing Key Drivers of Knowledge Leakage International Journal of Knowledge Management Studies Accepted Journal Papers

15. The authors would like to acknowledge the UK’s Engineering and Physical Sciences Research Council (EPSRC) for their financial support under grant number EP/D505631/1. Acknowledgement

16. Org. SizeOrganisation Description Organisation Type LargeEngineering DesignDesign and Manufacturing MediumDesignDesign and Manufacturing SmallDesignDesign and Manufacturing MediumBakersFood Manufacturer MediumMetal Products and DesignDesign and Manufacturing SmallTelecoms Infrastructure and Service Provider Infrastructure and Services Provider/ Systems Integration LargeDefence EquipmentSystems Integration and New Product Development SmallMedical Equipment Design and Manufacture Manufacture and New Product Development Scoping Studies

17. Vector Key differentiating types Suppliers  Not involved at early stage of product/project development  Involved in early stage of product/project development  Ongoing involvement throughout product/project lifecycle  Strategically important suppliers Customers  Not involved at early stage of customer’s product/project development  Involved in early stage of customer’s product/project development  Ongoing involvement throughout customer’s product/project lifecycle  Strategically important supplier to customer Competitors  Same locale  UK  Western Europe  Eastern Europe  China  India Other organisations  Universities and other higher educational institutions  Private RTOs  Public RTOs  Trade Associations  Cluster Groups People inflow  From suppliers  From customers  From competitors  From National/Local System of Innovation  From affiliate or different department of enterprise  Freelancers or consultants People outflow  To suppliers  To customers  To competitors  To National/Local System of Innovation  To Affiliate or different department of enterprise  Retire/die  Made redundant  Illness  Maternity leave/holidays IPRs/Trust  Patents  Trade secrets  Trade marks  Copyrights  Indicators of source  Appellations of origin  Geographical indicators  Non-written obligational disclosures

18. Questionnaire

19. Questionnaire 1/8

20. Questionnaire 2/8

21. Questionnaire 3/8

22. Questionnaire 4/8

23. Questionnaire 5/8

24. Questionnaire 6/8

25. Questionnaire 7/8

26. Questionnaire 8/8