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Trade Secrets (trade + secret)
Selected AbstractsCurrents: Books in BriefGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 3 2001LaRoi Lawton The Roots and Future of Management Theory Profit From the Core: Growth Strategy in an Era of Turbulence 90 Days to Launch: Internet Projects on Time and on Budget The Six Sigma Revolution: How General Electric and Others Turned Process into Profits In Good Company Evolve! Succeeding in the Digital Culture of Tomorrow Lessons from the Heart of American Business: A Roadmap for Managers in the 21st Century The Passion Plan at Work: A Step-by-Step Guide to Building a Passion-Driven Organization The Inner Work of Leaders: Leadership as a Habit of Mind Corporate Sin: Leaderless Leadership and Dissonant Workers The HR Scorecard Place to Space: Migrating to Ebusiness Models Building the Integrated Company Protecting Your Company's Intellectual Property: A Practical Guide to Trademarks, Copyrights, Patents, & Trade Secrets Gaming the System: Stop Playing the Organizational Game [source] Trade Secrets and Information SharingJOURNAL OF ECONOMICS & MANAGEMENT STRATEGY, Issue 3 2001Thomas Rønde If trade secrets are weakly protected by law, firms risk losing their valuable information when employees are hired by competitors. It may therefore be optimal to limit the number of employees who share the trade secrets even if it reduces the firm's productive efficiency. The benefits of limited information sharing are greatest if the efficiency cost is low and the competition in the market is neither very tough nor very weak. It is shown that it is more profitable to reduce the information sharing by giving the employees different information than by giving some employees more information than others. [source] The Behavioral Foundations of Trade Secrets: Tangibility, Authorship, and LegalityJOURNAL OF EMPIRICAL LEGAL STUDIES, Issue 2 2006Yuval Feldman This article examines whether the nature of information protected by trade secret law affects departing employees' normative judgments of obedience to trade secret law. This examination assesses two main dimensions: tangibility (whether the employee downloaded the confidential information) and authorship (whether the employee developed the confidential information by himself or herself). The data was collected from a nonrandom multi-sourced sample of 260 high-tech employees in Silicon Valley. Tangibility affected almost all the factors that were measured (such as the perceived consensus and participants' own intention to share information), while authorship affected only participants' moral perceptions. Further analysis revealed that the expected social approval of a new employer was the most important mediator of the effect of tangibility on the intention to share trade secrets. [source] An Examination of the Factors that Influence Whether Newcomers Protect or Share Secrets of their Former Employers*JOURNAL OF MANAGEMENT STUDIES, Issue 4 2007David R. Hannah abstract This research investigated the factors that influence a decision that is often faced by employees who have made a transition from one organization to another: the decision about whether to protect secrets of their former employer or to share them with their new co-workers. A total of 111 employees from two high-tech companies participated in interviews. Their comments were analysed and, based on both relevant literature and the results of that analysis, a theory of the factors that influence newcomers' protect vs. share decisions was developed. According to that theory, newcomers first decide whether or not information is a trade secret of their former employer by considering (1) whether the information is part of their own knowledge, and (2) whether the information is publicly available, general, and negative (about something that did not work). If newcomers decide the information is a trade secret, they then evaluate (1) the degree to which their obligations are biased towards their former or new employer, and (2) the degree to which they identify more strongly with their former or new employer. Newcomers whose obligations and identifications are biased towards a new employer are more likely to share secrets. If these obligations and identifications are balanced, newcomers may share information in a way that allows them to believe they are fulfilling their responsibilities to both their former and their new employers. [source] Trade Secrets and Information SharingJOURNAL OF ECONOMICS & MANAGEMENT STRATEGY, Issue 3 2001Thomas Rønde If trade secrets are weakly protected by law, firms risk losing their valuable information when employees are hired by competitors. It may therefore be optimal to limit the number of employees who share the trade secrets even if it reduces the firm's productive efficiency. The benefits of limited information sharing are greatest if the efficiency cost is low and the competition in the market is neither very tough nor very weak. It is shown that it is more profitable to reduce the information sharing by giving the employees different information than by giving some employees more information than others. [source] The Behavioral Foundations of Trade Secrets: Tangibility, Authorship, and LegalityJOURNAL OF EMPIRICAL LEGAL STUDIES, Issue 2 2006Yuval Feldman This article examines whether the nature of information protected by trade secret law affects departing employees' normative judgments of obedience to trade secret law. This examination assesses two main dimensions: tangibility (whether the employee downloaded the confidential information) and authorship (whether the employee developed the confidential information by himself or herself). The data was collected from a nonrandom multi-sourced sample of 260 high-tech employees in Silicon Valley. Tangibility affected almost all the factors that were measured (such as the perceived consensus and participants' own intention to share information), while authorship affected only participants' moral perceptions. Further analysis revealed that the expected social approval of a new employer was the most important mediator of the effect of tangibility on the intention to share trade secrets. [source] | ||||||||||