Earlier research has put forward the theoretical proposition that R&D employees exhibit different patterns of allegiance — they tend to either develop a unilateral allegiance (to their own firm or to the inter-firm collaboration), a dual low allegiance or a dual high allegiance. It has also...

This paper examines knowledge sharing in business environments and cultures that are hostile to knowledge sharing. We focus on knowledge sharing as it relates to individual behavior and management as guiding basically willing individuals. We elaborate the dimensions related to knowledge...