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Knowledge GovernanceProcesses and Perspectives$
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Nicolai J. Foss and Snejina Michailova

Print publication date: 2009

Print ISBN-13: 9780199235926

Published to Oxford Scholarship Online: January 2009

DOI: 10.1093/acprof:oso/9780199235926.001.0001

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Socialization Tactics as a Governance Mechanism in R&D Collaborations

Socialization Tactics as a Governance Mechanism in R&D Collaborations

Chapter:
(p.191) 8 Socialization Tactics as a Governance Mechanism in R&D Collaborations
Source:
Knowledge Governance
Author(s):

Kenneth Husted

Snejina Michailova (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199235926.003.0008

Companies involved in R&D collaboration face a serious challenge: they want to achieve the intended benefits from the collaboration without risking unintended knowledge sharing. This chapter argues that socialization tactics are a highly efficient and relatively low-cost mechanism for governing individual knowledge-sharing behaviour and can substitute more resource-demanding mechanisms. Socialization tactics can be utilized to influence R&D workers' dual allegiance (i.e., their loyalty to their own organization and to the collaboration). The chapter develops a classification of four distinct types of R&D individual collaborators' dual allegiance: Lonely Wolfs, Gone Native, Company Soldiers, and Gatekeepers. These types differ on several dimensions and hence, require different governance, e.g., predispose the employment of different context, content, and social aspects of socialization.

Keywords:   dual allegiance, R&D collaboration, knowledge-sharing behaviour, governance, socialization tactics

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