PERCEPTIONS OF EMPLOYEE KNOWLEDGE RISKS IN MULTINATIONAL, MULTILEVEL ORGANISATIONS: MANAGING KNOWLEDGE LEAKING AND LEAVING
Abstract
Maintaining innovation potential means that ideas, and the people generating those ideas, should be at the firms disposal. Furthermore, the firm should be able to capture value from people's ideas. Losing these people therefore poses risks. Managing these risks is challenging, especially without intra-firm consensus on their role. This study examines how and why perceptions of severity and management of risks related to knowledge leaving and knowledge leaking differ across organisational levels and different firm locations. Depending on what types of differences are present, and why similarities and differences emerge, managers can direct their attention to different control or commitment-enhancing practices to address the risk of harmful knowledge loss and imitation. They should do this in a manner that enables them to maintain the prerequisites for future innovation and a creative work environment, while at the same time allowing global coordination and local adaptation.
