Beating around the bush over knowledge sabotage: the fatal flaw in increasing digital innovation ecosystem performance through innovation capability under technological turbulence

Purpose The objective of this article is to analyze the mediating role of innovation capability—both radical and incremental—between technological turbulence and digital innovation ecosystem performance, considering the impact of cross-organizational knowledge sabotage. Despite the enthusiasm surrounding digitization, the high failure rate (80%) of digital transformation projects has received limited attention. This alarming statistic indicates a potential rise in opportunistic behaviors within organizations. We hypothesize that employees seeking to reduce the risk of being displaced by digital technologies, may not only hide knowledge, as previously observed, but also engage in knowledge sabotage by disseminating inaccurate information during the co-creation of digital innovations within the digital innovation ecosystem. Design/methodology/approach The study employed structural equation modeling to examine moderated mediation using survey data collected from 148 firms, mainly from sectors of high to medium levels of digital intensity. Findings The most significant finding indicates that cross-organizational knowledge sabotage considerably reduces the only mediating effect, namely that of incremental innovation capability. Originality/value Our study presents a novel perspective by investigating the phenomenon of cross-organizational knowledge sabotage. Unlike prior research, which primarily identified the existence of knowledge hiding, our findings suggest that employees are not only willing to withhold information but also to disseminate inaccurate information to external partners. Consequently, our research extends the boundaries of the existing knowledge field by demonstrating that cross-organizational knowledge sabotage has repercussions that extend beyond intra-organizational impacts, as previously recognized. It also adversely affects the outcomes of collaborative work within the digital innovation ecosystem.

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Publication Details

Journal
Journal of strategy and management
Published
2024-08-12
DOI
https://doi.org/10.1108/jsma-12-2023-0323
Citations
3
Primary Topic
University-Industry-Government Innovation Models
Type
article
Field-Weighted Citation Impact
2.19
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article

Beating around the bush over knowledge sabotage: the fatal flaw in increasing digital innovation ecosystem performance through innovation capability under technological turbulence

Juan Veléz-Ocampo, Carlos Alberto Frantz dos Santos, José Arias-Pérez, Aurora Carneiro Zen
3 citations
Journal of strategy and management
University-Industry-Government Innovation Models
2.19
article

Beating around the bush over knowledge sabotage: the fatal flaw in increasing digital innovation ecosystem performance through innovation capability under technological turbulence

Juan Veléz-Ocampo, Carlos Alberto Frantz dos Santos, José Arias-Pérez, Aurora Carneiro Zen
article en
3 citations

Abstract

Purpose The objective of this article is to analyze the mediating role of innovation capability—both radical and incremental—between technological turbulence and digital innovation ecosystem performance, considering the impact of cross-organizational knowledge sabotage. Despite the enthusiasm surrounding digitization, the high failure rate (80%) of digital transformation projects has received limited attention. This alarming statistic indicates a potential rise in opportunistic behaviors within organizations. We hypothesize that employees seeking to reduce the risk of being displaced by digital technologies, may not only hide knowledge, as previously observed, but also engage in knowledge sabotage by disseminating inaccurate information during the co-creation of digital innovations within the digital innovation ecosystem. Design/methodology/approach The study employed structural equation modeling to examine moderated mediation using survey data collected from 148 firms, mainly from sectors of high to medium levels of digital intensity. Findings The most significant finding indicates that cross-organizational knowledge sabotage considerably reduces the only mediating effect, namely that of incremental innovation capability. Originality/value Our study presents a novel perspective by investigating the phenomenon of cross-organizational knowledge sabotage. Unlike prior research, which primarily identified the existence of knowledge hiding, our findings suggest that employees are not only willing to withhold information but also to disseminate inaccurate information to external partners. Consequently, our research extends the boundaries of the existing knowledge field by demonstrating that cross-organizational knowledge sabotage has repercussions that extend beyond intra-organizational impacts, as previously recognized. It also adversely affects the outcomes of collaborative work within the digital innovation ecosystem.

Journal of strategy and managementVol. 19(1)
Universidade Federal do Rio Grande do Sul (BR), Instituto Federal de Educação, Ciência e Tecnologia do Rio Grande do Sul (BR), Universidad de Antioquia (CO), Universidade Estadual do Rio Grande do Sul (BR), University of Rio Grande and Rio Grande Community College (US)
Industry, innovation and infrastructure
Openalex Percentile: Top 12%
University-Industry-Government Innovation Models
2.19
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