Vectors / Unintentional / Intentional KL / Positive / Negative / Productivity Indicators
Suppliers / Intentional KL / Manufacturing / Service
Leaking knowledge only about standardized or repetitive components
(outflow) / Protects core competences and keeping in-house / maintaining barriers to entry / Could be detrimental in long term as an inhibitor of innovation becoming ‘core rigidities’ / Absolute measure:
-Cheaper components (Implicit indicator of production)
- Time spent on the components
Relative measure
- %rework rate
- Amount of time spent by employees on producing the components vs how much they get paid at the end. / Absolute measure:
- Time spent on the components (e.g. drawing, section, etc)
Relative measure
- %rework rate
- Amount of time spent by employees on producing the components vs how much they get paid at the end.
Not leaking anything that bears critical knowledge (outflow) / Protects core competences and keeping in-house / maintaining barriers to entry / Requires further empirical investigation – possibly through second round of scoping interviews / Relative Measure Market share both at the national and global levels. / Relative Measure Market share both at the national and global levels.
Vectors / Unintentional / Intentional KL / Positive / Negative / Productivity Indicators
Suppliers / Intentional KL / Manufacturing / Service
Knowledge leakage through market intelligence gathering by all suppliers in chain (inflow and outflow) / Exploiting suppliers as a source of market intelligence/to improve competiveness through their role in supply/value chain actors (inflow) / Suppliers exploiting market intelligence which is fed through the actors in the supply/value chain to the detriment of organisation’s competitiveness. In particular, risk of suppliers imitating business model (outflow) / Relative Measure Using a Likart scale:
- Market intelligence’s contribution to successful new product development (scale of 1-10). / Relative Measure Using a Likart scale:
- Market intelligence’s contribution to successful new product development (scale of 1-10).
Leaking knowledge for subcontracting / Benefits associated with subcontracting (e.g. Cost benefits, access to expertise, risk transfer, etc) / Suppliers can imitate business model (outflow) Needs validation/further investigation / - % of activities outsourced (in relation to change turnover-year on & year off) (home subcontracting) (potential proxy for KL while subcontracting rather than productivity indicator).
Relative Measure
-Overhead divided by turnover (converted to %) (i.e. how much of the sales go into the company overheads. If this decrease as a result of outsourcing then they not very productive). / - % of activities outsourced (in relation to change turnover-year on & year off) (home subcontracting) (potential proxy for KL while subcontracting rather than productivity indicator).
Relative Measure
-Overhead divided by turnover (converted to %) (i.e. how much of the sales go into the company overheads. If this decrease as a result of outsourcing then they not very productive)
Vectors / Unintentional / Intentional KL / Positive / Negative / Productivity Indicators
Suppliers / Intentional KL / Manufacturing / Service
Leaking knowledge through outsourcing to other countries (inflow and outflow) / Learn about opportunities in emerging markets (inflow) / Suppliers can imitate business model and/or copy products (outflow) / - % of activities outsourced to overseas
(this year & last year)
Relative Measure
- Market share (national and Global)
- Overhead divided by turnover
- Likart scale of contribution to NPD
(how much the overseas element improved the successful NPD) / - % of activities outsourced to overseas
(this year & last year)
Relative Measure
- Market share (national and Global)
- Overhead divided by turnover
- Likart scale of contribution to NPD
(how much the overseas element improved the successful NPD)
Leaking only ‘need to know knowledge’ (outflow) / Protection of critical knowledge,
Not overloading recipient with knowledge / Suppliers ‘in the dark’ and unable to contribute to product and process innovation. / Qualitative measure
Vectors / Unintentional / Intentional KL / Positive / Negative / Productivity Indicators
Suppliers / Intentional KL / Manufacturing / Service
Leaking knowledge during tendering/ bidding process
(inflow and outflow) / Supplier driven-innovation (inflow)
Winning of bids, etc / Loss of knowledge and investment if supplier goes elsewhere with product ideas presented, etc (outflow) / Relative Measure
- Winning bids:
Amount of bids won divided the number bids put in (winning bids increases productivity)
-(Inputs to bids and tenders (money, man hours, preparation etc V’s profit from bids and tenders won) too difficult to measure to be included in further questioning / Relative Measure
- Winning bids:
Amount of bids won divided the number bids put in (winning bids increases productivity)
-(Inputs to bids and tenders V’s profit from bids and tenders won too difficult to measure to be included in further questioning
Knowledge leakage through the creation of a strategic alliance / partnership with the supply chain. Collaboration with suppliers. (inflow and outflow) / Complementary skills / competences. Development. Ensure high value-added
Empowering the suppliers to own the problem (inflow and outflow) / Premature alliances can break with an attendant loss of knowledge. / Market share:
- % of the extent to which strategic alliance occurs with the supply chain.
Relative Measure
- The average target production speed vs actual production speed (for this year and last year) (measuring efficiency)
- overheads over turnover (was the overhead increase a result of the strategic alliance?) / Market share:
- % of the extent to which strategic alliance occurs with the supply chain.
Relative Measure
- average of planned work vs completed work (for this year and last year) (measuring efficiency)
Vectors / Unintentional / Intentional KL / Positive / Negative / Productivity Indicators
Suppliers / Intentional KL / Manufacturing / Service
Knowledge leakage through the creation of a strategic alliance / partnership with the supply chain. Collaboration with suppliers. (inflow and outflow) / Complementary skills / competences. Development. Ensure high value-added
Empowering the suppliers to own the problem (inflow and outflow) / Premature alliances can break with an attendant loss of knowledge. / Market share:
- % of the extent to which strategic alliance occurs with the supply chain.
Relative Measure
- The average target production speed vs actual production speed (for this year and last year) (measuring efficiency)
- overheads over turnover (was the overhead increase a result of the strategic alliance?) / Market share:
- % of the extent to which strategic alliance occurs with the supply chain.
Relative Measure
- average of planned work vs completed work (for this year and last year) (measuring efficiency)
Leaking knowledge into the public domain (e.g.via supplier networks) (outflow) / Generates new markets/product ideas that company has some competence in supplying to. / Premature release might prevent firms from entering the market at a later date. / Relative Measure (subjective measure)
- % of ideas/knowledge of public domain (supplier network) contributing to R&D / NPD/ (likart scale – extent to which activities in the public domain lead to NPD / product improvement) / Relative Measure (subjective measure)
- % of ideas/knowledge of public domain (supplier network) contributing to R&D
Knowledge leakage via outsourcing primarily driven by a resource need (as opposed to strategic decision) (outflow) / Accrue short-term gains from outsourcing [not strongly from empirical data] / May give away critical knowledge through need to have work done (outflow) / Relative Measure
- overhead divided by turnover
- % of outsourcing activity due to availability of resources / Relative Measure
- overhead divided by turnover
- % of outsourcing activity due to availability of resources
Sharing product/ process knowledge from suppliers (outflow or inflow?) / Creation/Development of a knowledge management system as a consequence (Traceability) / Requires empirical investigation / Relative Measure
- How much they pay for their indemnity fees this year and last year / Relative Measure
- How much they pay for their indemnity fees this year and last year
Vectors / Unintentional / Intentional KL / Positive / Negative / Productivity Indicators
Suppliers / Unintentional KL / Manufacturing / Service
Suppliers / Unintentional
Knowledge leakage through market intelligence gathering by all members of the supply chain (inflow and outflow) / Exploitation of suppliers for the provision of market intelligence through their links within and between the supply/value chain actors to improve competitiveness (inflow) / Suppliers exploiting market intelligence which is fed through the actors in the supply/value chain to the detriment of organisation’s competitiveness. In particular, risk of suppliers imitating business model (outflow) / Relative Measure Using a Likart scale:
- Market intelligence’s contribution to successful new product development (scale of 1-10). / Relative Measure Using a Likart scale:
- Market intelligence’s contribution to successful new product development (scale of 1-10).
Supplier partnering / communication / within the supply chain - ‘horizontal’ leaking of source company knowledge (horizontal outflow / diffusion?) / Knowledge sharing for development of value-added products in supply chain etc (horizontals outflow / diffusion?) / Further investigation needed / Qualitative measure
Vectors / Unintentional / Intentional KL / Positive / Negative / Productivity Indicators
Suppliers / Unintentional KL / Manufacturing / Service
Leaking of knowledge during bidding / tendering process (outflow) / The transfer of knowledge is one of the factors that wins the contract / Loss of knowledge if supplier goes to other clients, etc. (outflow) / Relative Measure
- Winning bids:
Amount of bids won divided the number bids put in (winning bids increases productivity)
-(Inputs to bids and tenders (money, man hours, preparation etc V’s profit from bids and tenders won) too difficult to measure to be included in further questioning / Relative Measure
- Winning bids:
Amount of bids won divided the number bids put in (winning bids increases productivity)
-(Inputs to bids and tenders V’s profit from bids and tenders won too difficult to measure to be included in further questioning
Leaking knowledge through outsourcing to other countries (inflow) / Enhanced knowledge about business processes and opportunities in new countries with emerging markets. Enables new safeguards to be constructed to limit damage over longer term- needs investigating (inflow) / Product and process is copied by suppliers in other countries and rebranded. This needs validating] / - % of activities outsourced to overseas
(this year & last year)
Relative Measure
- Market share (national and Global)
- Overhead divided by turnover
- Likart scale of contribution to NPD
(how much the overseas element improved the successful NPD) / - % of activities outsourced to overseas
(this year & last year)
Relative Measure
- Market share (national and Global)
- Overhead divided by turnover
- Likart scale of contribution to NPD
(how much the overseas element improved the successful NPD)
Vectors / Unintentional / Intentional KL / Positive / Negative / Productivity Indicators
Suppliers / Unintentional KL / Manufacturing / Service
Knowledge leaked through transfer due to cultural differences / Investigate this cell – knowledge inflow from cultural differences may be significant. / Loss of critical knowledge
Impedance of effective knowledge transfer (inflow and outflow) / Relative Measure
- Customer satisfaction
- Production rate (target rate vs actual production rate)
- % rework (measure of efficiency) / Relative Measure
- Customer satisfaction
- % planned work vs completed work
% rework (measure of efficiency)
Leaking knowledge into the public domain (e.g. via supplier networks) (inflow and outflow) / Generates new markets/product ideas that company has some competence in supplying to. / Premature release may prevent a company from entering a product market even if resources were available. / Relative Measure (subjective measure)
- % of ideas/knowledge of public domain (supplier network) contributing to R&D / NPD/ (likart scale – extent to which activities in the public domain lead to NPD / product improvement) / Relative Measure (subjective measure)
- % of ideas/knowledge of public domain (supplier network) contributing to R&D
Vectors / Unintentional / Intentional KL / Positive / Negative / Productivity Indicators
Suppliers / Unintentional KL / Manufacturing / Service
Leaking of knowledge through suppliers leaving through supplier viability and bankruptcy, etc (outflow) / Needs investigating. Could be a blessing in disguise before too much is lost?! / Loss of knowledge – loss of accrued knowledge by supplier, etc (outflow). May affect the production process. / To what extent supplier gone bankrupt this year and last year
Relative Measure
- effect of supplier bankruptcy (see above question) on over all lead time, from start to end (e.g. design to manufacturing)
(%indication for this year and last year)
- how long does it take for the organisation to get a replacement.
manufacture)
- how much time and money is required for replacement to get back to programme. / To what extent supplier gone bankrupt this year and last year
Relative Measure
- effect of supplier bankruptcy (see above question) on over all lead time, from start to end (%indication for this year and last year)
- how long does it take for the organisation to get a replacement.
manufacture)
- how much time and money is required for replacement to get back to programme.
Knowledge leakage through change of ownership of supplier (inflow and outflow) / Needs investigation – but more investment by new owner may produce better services? / Change of communication process (inflow and outflow) that could affect the production process.
Could become owned by a competitor, etc (outflow) / Qualitative measure
Vectors / Unintentional / Intentional KL / Positive / Negative / Productivity Indicators
Customers / Intentional KL / Manufacturing / Services
Leaking knowledge in order to craft business propositions with customers (inflow and outflow) / Educate client and manage expectations (inflow and outflow). Shaping briefs to mutual satisfaction (inflow and outflow) / Can be used by clients – if trust is not in place – as a bargaining chip with other suppliers. / Relative measure
- Customer satisfaction (definitive measure or likart-scale)
- Proportion of clients that are on Repeat business / Relative measure
- Customer satisfaction
- Proportion of clients that are on Repeat business
Customers leaking knowledge back to company (inflow) / Learning from customers – intensive info sharing (technical, product and scientific, procedural knowledge) (inflow) / Needs further investigation / How much does your customers contribute to successful NPD.(likart scale (1-10).