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Understanding and Assessing the Concept of Knowledge Leakage London September 2005

Understanding and Assessing the Concept of Knowledge Leakage London September 2005. Project Drivers. Philosophy Changes Outsourcing of non-core activities Introduction of lean Lower tier companies to provide integrated solutions rather than mere components

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Understanding and Assessing the Concept of Knowledge Leakage London September 2005

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  1. Understanding and Assessing the Concept of Knowledge Leakage London September 2005

  2. Project Drivers • Philosophy Changes • Outsourcing of non-core activities • Introduction of lean • Lower tier companies to provide integrated solutions rather than mere components • The movement of low-value adding activities to low cost base regions • Cluster activities and co-ordinated value chains • Knowledge leaks away from the origin • Also staff retirement and other experience-loss mechanisms • Need to understand long term effect of knowledge leakage – zero productivity?

  3. Project Drivers • Companies need: • To develop a perspective on their knowledge profile and knowledge flow • Map and manage internal knowledge resources • Understand and optimise knowledge leakage • Maximising for efficient collaboration – but knowing the associated risks • Minimising where risk is to high or knowledge is unnecessary • Inadvertent leak detection • SMEs are at high risk

  4. The Project Developing the concept of knowledge leakage and providing insights from a range of disciplines into the effect of knowledge leakage on UK productivity • To achieve the aim the following objectives will be completed: • 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 explore if companies appreciate the significance of knowledge leakage • To provide an assessment as to the potential effect of knowledge leakage on productivity

  5. The Project • Major deliverables: • A taxonomy of knowledge leakage; • A web-based awareness, audit, and risk management tool for use within companies, thus enabling benchmarking both during and after this project; • An assessment as to the potential effect of knowledge leakage on productivity for policy makers and the overarching Sandpit research programme.

  6. Progress Changes in establishment Paul Chan Salford -> Northumbria Diane Mynors BrunelRaphie Kaplinsky Brighton Kathryn Walsh Loughborough Collaboration agreement signedInstitutional requirement before anything can progressJob adverts Brunel Loughborough Closing date 19 September 2005 Interview date to be decided today Brighton – Andrew Grantham Northumbria – Paul Chan’s time specified in the proposal Possible researcher - construction water and waste

  7. Interoperability Readiness Legal Readiness Knowledge Leakage Value of Knowledge Connectivity and Foundations Clusters Image and the next generation EU project – drawing to a close Intellectual property Knowledge management Supply Chains Extended manufacturing enterprises New product development Improvement methodologies Technology Dialects Competitiveness Cost Engineering IT Readiness Ethics in Cultures Systemsintegration Resource-based views of firm EU project

  8. Dissemination Opportunities • Abstract / Journal of Materials Processing Technology By 30th September an abstract will have submitted to the knowledge section of the: 11th International Metalforming Conference 2006 • Abstract / Potential J of Construction Innovation/Building Research and Infor’n By 30 November, abstract submitted to Construction in the 21st Century: Local and Global Challenges conference, Joint W55/W65 Working Symposium by CIB. Changing frontiers and competitiveness track. • Danish Research Unit for Industrial Dynamics (DRUID) Winter Conference January 2006; Summer 2006 Conference June 2006 • The European Group for Organizational Studies The 22nd EGOS Colloquium 2006. Abstracts: 6 January 2006. • 2006 IEEE International Engineering Management Conference - EM 2006 Abstract Submission Deadline: 1 March 2006 • European Management Review

  9. Summary / Position • A slow start – administrative – frustration • Initial work examining the position of ‘Knowledge Leakage’ – Addressing reviewers initial remarks – Preparing the way for the researchers • Gathering views of colleagues academic and industrial – Concept of lost information into a major UK company • Placing publication markers in advance to ensure publications – Driving the research through deadlines • Ready to employ – a little worried

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