How knowledge theft is quietly disrupting workplaces

Globe and Mail

06-07-2025

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It's the gut punch that comes in a meeting when your idea is echoed by someone else and suddenly applauded, as if you never spoke at all. It's the moment your manager takes a bow for work you did. It's a silent breach of trust that changes how you show up at work.
It's knowledge theft. And a new study co-authored by David Zweig, a professor of organizational behaviour and human resources at the University of Toronto Scarborough and the Rotman School of Management, is pulling back the curtain on this pervasive workplace issue.
Defined in the study as 'the deliberate act of claiming unjustified ownership of the work contributions of another,' knowledge theft is distinct from plagiarism or miscommunication – it's about intent. And it's far more common than people might think.
'When we started asking people to describe their experiences, 91 per cent of the participants said they'd either experienced it, seen it happen or they did it themselves,' Prof. Zweig says in an interview. 'That's a really high base rate of a really negative behaviour.'
The implications of knowledge theft go far beyond bruised egos. Prof. Zweig's research found that when employees feel their intellectual contributions are stolen, they're less likely to share knowledge in the future.
'We respond by holding back our best ideas because we don't want them stolen,' he says. 'We become silent or even hide knowledge from each other because we're worried anything we say or do is going to get credited to someone else.'
This breakdown in collaboration and trust can undercut the very heart of innovation in an organization. From defensive silence to counterproductive work behaviours, the study found that victims of knowledge theft often engage in actions that can stifle productivity and erode team dynamics.
Prof. Zweig was first drawn to the subject after witnessing a colleague share an idea in a meeting, only for it to be ignored … until another person repeated it and received praise. 'No one acknowledged the original contribution. That really struck me,' he says.
While the issue is widespread, competitive environments tend to be particularly vulnerable. 'Where people are fighting for limited rewards and promotions, this is going to be rife,' he says.
Still, knowledge theft showed up across industries and job levels, signaling it's not just a cutthroat office problem, it's systemic.
But there's hope. Prof. Zweig's ongoing research shows that having allies in the workplace, especially leaders, who call out credit-stealing behaviour can make a difference. 'That gets rid of all the negative stuff – the hiding, the silence, the resentment,' he says. 'When you see it, say something. That kind of allyship works.'
Prof. Zweig is now turning his attention to the personalities and motivations behind knowledge thieves. 'We're trying to understand what drives someone to take credit for others' work,' he says.
Ultimately, the research serves as a reminder to workplaces: recognizing people's contributions isn't just good manners, it's critical to maintaining trust and productivity. 'As leaders, we have to make a conscious effort to acknowledge our team's work,' says Prof. Zweig. 'If we model that behaviour, we make it less acceptable for others to steal credit.'
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