This study aims to investigate how a knowledge-seeking organization’s awareness of valuable knowledge, and the motivation and capability to acquire the knowledge, influence attempts to acquire the knowledge. This study also aims to identify how knowledge-possessing organizations recognize the possibility of and craft strategies to prevent this knowledge leakage.
A process model is created and an empirical examination is performed to help knowledge-possessing organizations understand and identify situations where potential knowledge-seeking organizations will attempt to acquire valuable knowledge.
Knowledge-seeking organizations must be aware of valuable knowledge, and have the motivation and capability to acquire it in order to attempt to acquire the knowledge. Accordingly, knowledge-possessing organizations can inhibit awareness, motivation and capability of potential knowledge-seeking organizations to stave off and degrade knowledge acquisition attempts.
Employment of the awareness, motivation and capability framework provides a comprehensive approach for researchers to hypothesize and empirically examine the factors most relevant to knowledge leakage. This approach expands the literature on absorptive capacity by increasing emphasis on awareness and motivation with regard to knowledge acquisition.
Employment of the awareness, motivation and capability framework provides managers with the means to comprehensively assess the likelihood that other organizations will attempt to acquire their knowledge. It also helps managers determine efficient and effective ways to inhibit knowledge leakage.
The authors pioneer the application of the awareness, motivation and capability framework to knowledge leakage. The authors subsequently propose a process model and empirically examine the relationships pertaining to knowledge leakage and its prevention.
