First of all, you must not share any kind of information with everybody. You must analyze your organization strategy, information and staff, to know that which kind of important information will be usable for which employee.

Second, you can inform all staff and teach them how to save information from other organization, and if that information share with competitive environment, how can our enterprise lose market customer. Most of the employee cannot understand how information be important for our company.

Third, you can use technology for every kind of information to upgrade your security.

In Europe, major companies tend to issue guidelines on how to handle corporate information. At the start of employment, and on specific project work, signing a confidentiality agreement related to handling or sharing private information are required. The agreement outlines the "do's" or "don'ts" for employees and the firm, and the penalties involved for any breach. This is the legal basis for taking disciplinary actions against anyone who are seen to breach the guidelines.

On the practical side, a lot has to do with the control systems in place. However, the more important aspect of compliance is the ethical standards that the firm and their employees adhere to. In general, the more seriously senior leaders and employees of the firm takes their obligations, the more likely that the incidence of breach are lower than competing or peer firms (or industry practice).  

In the final analysis, it is the quality of your firm's people, their integrity and values, that matter most. The physical and technical systems that are in place are to validate adherence while senior leaders' examples reinforce adherence to the highest ethical standards.

By entering a confidentiality clause as an additional document for a work contract.

Reinker, S., 2007. Rache am Chef : die unterschätzte Macht der Mitarbeiter. Econ, Berlin.

In theory you can prevent this with security and contracts, but determination and alienation are not going to stop people just because there are rules or consequences.

The only safety measure is to keep employees committed to the corporation, willing to contribute their talent towards towards its success.

Once you violate the approval of employees, e.g. 'psychological contract', they are willing to sell you out. The motivation to do so can range from financial gain to taking revenge. Reinker (2007) suggests a good % of GDP is lost annually because employees passively and actively sabotage their employer.

Kind Regards

Roland

No single measure is effective. A combination of several is needed. Among others, important are authorization, authentication, training & motivation. 

Restrict access to sensitive information.

Use access controls which can be either Physical controls or  Technical controls e.g. user authentication (login) and logical access controls, encryption, biometric devices, etc.

Use procedural controls like Access control lists, incident response processes, management oversight, security awareness and training.

 Use legal and regulatory or compliance controls e.g. privacy laws, policies and clauses to stop employees from sharing confidential information.

Besides these controls, use Training and awareness programmes to train employees the importance of information security so that they carelessly or accidently not reveal any information, follow proper Personnel recruitment and retention strategies & keep employees motivated so that they stay loyal to the organisation & not reveal information to competitors for revenge.

Hope this is useful.

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Always keep the competitive advantage resources confidential from everyone unless it is abvious for the workers. If its a restuarant; keep the secret recipie labeled as X or Y instead of listing ingredients. If it is a specific kind of management system or financial issues then the workers before employement must sign a confidentiality agreement that they will not share the work secrets or issues. In addition knowing what to share, with whome and when as a founder and manager plays a vital role in the business sustainibility and not being worried in regards for the confidentiality

Managers should have known the Conceptual Traps such as:

• Beautiful appearance
• Feeling traps
• Table of written information which is actually wrong
• Confidence
• Unable to say No!
• َAssertive personality

Dear Kasili,

The first thing a manager should do in preventing the sharing confidential information is to ask her/himself: "Why do we consider this information as confidential"? Is this a secrete formula of a unique product/process -- it this case it should be patented and thus legally protected; is this a unique competitive move -- it is always known to your business partners in greater details that any single employee of your organization may know, do you hide some obsolete or doubtful business practices and processes -- in this case you should put more efforts on eliminating such things that can harm you corporate image.

Creating secretive organizations is easy, the problem that secrecy applied to outside contacts always provokes the decrease of internal information openness, what in turn  kills creativity as it obstructs group-think and internal flows of ideas, leads to paranoid threats in your organization's character (in M.F. Kets de Vries' terms) and finally forces you indeed to hide from outsiders poor internal relations, low quality of products and ineffective processes. 

All the bests,

Igor Gurkov

https://www.amazon.com/Organizations-Couch-Perspectives-Organizational-Management/dp/1555423841

Welcome, Sir? The disgruntled insiders are likely to cash on confidential information to sell to competitors. Therefore access management, strong passwords, continuous monitoring, centralised login, vulnerability management, risk management, could be the way forward in near-time