Picture this: You’re buzzing with a brilliant idea, ready to share it, but then a nagging voice whispers, “What if someone steals my concept?”
The fear of idea theft is remarkably common among creators, and with good reason. In today’s knowledge-based economy, ideas serve as valuable currency. They drive innovation, fuel business growth and shape entire industries.
“Many employees tell me they worry about idea theft or have personally experienced it,” said Lillien M. Ellis, a University of Virginia Darden School of Business assistant professor who studies creativity and idea ownership in the workplace. “Idea theft has serious consequences for everyone involved: the thief, the original creator and the organization.”
In a new study, “Before the Ink Dries?,” co-written by Ellis and Brian J. Lucas of Cornell University, the authors look into the psychology of idea theft and how creators’ perceptions often clash with reality.
A Widespread Concern
The fear of idea theft isn’t just paranoia; it’s a legitimate concern affecting workers across all levels of organizations.
One survey found more than 80% of employees claimed their bosses stole one of their ideas. Another survey found nearly a third of employees claimed a colleague stole an idea at least once. Yet many leaders dismiss idea theft.
“What I frequently hear leaders say is that you really shouldn’t worry about having your idea stolen. Instead, we should focus on collaboration because a single person cannot own an idea,” Ellis said. “They also say ideas are a dime a dozen. There are all these counter-narratives about why people shouldn’t worry about idea theft.”
Employees see things very differently.
“I hear stories all the time where someone comes up with an idea for, say, a potential pitch for a marketing campaign, or an idea for a new product, and someone else pursues it and gets credit, and the person who came up with it is furious. They don’t see it as a form of flattery at all, (but) more of a violation, and it changes the way they share their ideas,” Ellis said.
The Creativity-Protection Paradox
Organizations face a challenge. They need employees to freely share ideas to foster innovation, but employees often hesitate for fear of theft.
Lillien M. Ellis, a Darden School of Business assistant professor, studies creativity and idea ownership in the workplace. (Contributed photo)
“Creative ideas fuel innovation, so it’s counterproductive for employees to hold onto them,” Ellis said. “We want them to ask for feedback, put their ideas out there. How else will the organization benefit from the creative capital their employees generate? We don’t want them thinking they won’t get credit for their contributions and then taking their great ideas to another company.”
One of the study’s most surprising findings reveals a significant disconnect between when creators think their ideas are most vulnerable and when idea thieves actually prefer to strike.
Ellis and Lucas found evidence suggesting creators assume idea thieves are looking for polished, proven, fully formed ideas, but idea thieves prefer ideas in their early stages.
Ellis said creators typically view idea thieves as immoral and unethical. “However, our research found that idea thieves actually reported considering how to minimize harm and take the idea in the most ethical way possible,” she said.
The research reveals idea thieves prefer early-stage ideas due to their moral reasoning. According to the study, stealing early-stage ideas feels less unethical to thieves because they can more easily justify it as “drawing inspiration” rather than a blatantly unethical act.
Organizational Impact and Trust Erosion
Ellis’s research suggests idea theft can be more damaging to workplace relationships than financial theft.
“Creativity is an important part of job performance and an individual’s relevance and value to a firm, especially in the knowledge economy,” Ellis said. “People need to know that when they invest their creative capital in the firm, there will be returns.”
Ellis said it’s also important for leaders to communicate their values to the organization.
“One thing I observe in much healthier dynamics is when someone else chimes in and says, ‘Yeah, that’s a really good idea. That ties into what so-and-so was saying about this.’ Empowering people to explicitly speak up and affirm the ideas and people that maybe were overlooked is important. We build these dynamics together,” Ellis said.
