4 Steps to Combat Knowledge Theft in Your Workplace

Unfortunately, some workers steal money, trade secrets, and other valuable assets from their employers. But one type of theft that might not be on the radar of HR executives is knowledge theft — intentionally stealing ideas, presentations, or solutions to a business problem from co-workers and then taking credit for them.

Ninety-one percent of workers in the U.S., Canada, and the U.K. reported being a victim of knowledge theft, being a knowledge thief, or witnessing knowledge theft, according to research published in the Journal of Knowledge Management.

“We know that people steal credit and ideas; we just didn’t expect evidence of how ubiquitous it is in organizations,” said study co-author David Zweig, a professor of organizational behavior and HR management at the University of Toronto Scarborough and the Rotman School of Management. “Most of the bad behaviors we study in organizations are fairly low-rate. Knowledge theft is not.”

So, as an HR executive, what can you do to curb knowledge theft in your workplace? Zweig and other experts shared four steps to address this problem.

1. Lead by Example

As a leader, it’s up to you to set the tone for your organization. Make it clear during onboarding a new employee that your organization values collaboration and shared success, said Tawny Lott Rodriguez, SHRM-SCP, director of HR at Rowland Hall-St. Mark’s School in Salt Lake City. “Make it known that taking credit for others’ work isn’t acceptable,” she said.

It’s also important to use your status as a leader to boost co-workers’ ideas in meetings and make sure they’re getting proper credit. 
 
At “bad” companies, managers have been seen taking credit for someone else’s idea and running with it, Rodriguez said. When this happens, peers may go silent when leaders assume an idea came from the louder voice in the room and entire departments become protective and territorial due to this kind of behavior.

“These behaviors aren’t always loud or aggressive — they’re subtle, sneaky, and incredibly damaging over time,” she said. “The irony is that the worst offenders often think they’re being strategic, but they’re slowly killing trust, innovation, and team morale.” 

Too often, organizational leaders are passive enablers of knowledge theft as well as active participants, said leadership and life coach Jamie Martin. 

Zweig agreed, noting that although it sounds simple, you should ensure you are not engaging in knowledge theft as well.

“It takes some self-reflection to really think about whether or not you share credit appropriately by recognizing your [colleagues] for their work or whether you have intervened in situations where someone took credit for another’s work or ideas,” he said.

2. Point Out Knowledge Theft When You See It

You and other workplace leaders should address, rather than ignore, incidents of knowledge theft, Zweig said. When your organization fails to call out knowledge theft, workers might be reluctant to share ideas if they think credit for their work will be stolen.

It’s important to not only discourage or prevent knowledge theft but to confront it head-on, Martin added.

Good behavior — such as attributing credit where credit is due — needs to be rewarded in the workplace, Zweig said, while bad behavior such as stealing a co-worker’s ideas should be pointed out.

When you come across knowledge theft and confront the alleged perpetrator, you can help keep the situation from getting out of hand by:

• Addressing the matter in private.

• Speaking confidently, calmly, and respectfully.

• Listening patiently to the alleged culprit and getting their side of the story.

• Explaining your organization’s policy regarding knowledge theft (if such a policy is in place). This includes outlining expectations set by the policy and laying out the consequences of violating the policy.

• Carefully documenting the conversation.

• Following up with the employee.

• Taking disciplinary action if it’s warranted.

3. Recognize the Causes of Knowledge Theft — and Its Lasting Effects

The motives behind knowledge theft are usually rooted in insecurity, ambition, or both, according to Rodriguez.

“People want to be seen as valuable. Sometimes they’re competing for promotions or resources, and sometimes they’re just trying to stay relevant,” she said. “But stealing ideas to get ahead is a short-term gain with long-term consequences. It rarely ends well.”

The proliferation of knowledge theft within an organization is “a slow poison,” said Anu Mandapati, SHRM-CP, a fractional chief culture and talent officer and founder of Qultured.

“I’ve seen great team members check out, and then the company ends up paying the price in multiple ways,” she said. “Over the long term, engagement goes down, turnover increases, and the behind-the-scenes tension slows everything down.”

The lingering effects of being a victim of knowledge theft can be long-lasting, Rodriguez added.

“Even if someone changes jobs, the experience stays with them,” she said. “I’ve onboarded employees who were hesitant to share ideas because they were burned at a previous employer. It takes time — and consistent, positive reinforcement — for people to unlearn that fear and rebuild confidence in a new environment.”

4. Create an Environment That Encourages Praise

At organizations with healthy cultures, giving credit for ideas is expected, Rodriguez said. It becomes second nature to say things such as, “This was Jamie’s idea,” or “The credit goes to Sofia for laying the groundwork.”

“In these environments, employees are more likely to share freely, build on each other’s ideas and speak up,” she explained. “Collaboration flows when people feel safe, seen, and supported.”

How do you establish this sort of environment? Mandapati shared five ways to foster employee recognition:

1. Give people credit by name in meetings and emails.

2. Enable team members to recognize one another’s contributions. This might involve setting up a program for employees to nominate co-workers for a job well done, giving gift cards or greeting cards to standout employees, handing out employee recognition awards, or simply saying, “Thank you.”

3. Teach managers how to spot the subtle ways that credit-stealing happens.

4. Celebrate team wins, not just individual achievements.

5. Conduct regular surveys or use anonymous feedback tools to help detect signs that someone feels overlooked or frustrated and might be prone to knowledge theft.

“When you build a culture of trust, respect, and psychological safety, sharing credit becomes the norm,” Mandapati said. “And that’s when teams really thrive.”