Uncovering Covert Innovation Bootlegging Illegitimacy and Management s Attitude 1st edition by Stephan Eicher 3658316209 9783658316204

Uncovering Covert Innovation Bootlegging Illegitimacy and Management s Attitude 1st edition by Stephan Eicher – Ebook Instant Download/Delivery ISBN(s): 3658316209, 9783658316204

Product details:

• ISBN 10: 3658316209
• ISBN 13: 9783658316204
• Author: Stephan

It is of central importance for companies to be innovative. To maximize their innovation potential, companies often rely on formal systems and processes for innovation management. It has been shown that such attempts have the side effect of inhibiting a number of valuable innovations. Some employees proceed informally and smuggle their innovations past formal barriers. Stephan Eicher analyses the interaction between bootleggers and their management. Using both qualitative and quantitative methods, he answers three primary research questions.

Table of contents:

Part I Introduction

1. Bootlegging in R&D: Basics and background

2. Establishing a research agenda

2.1. Defining bootlegging in R&D

2.2. Disclosing bootleg projects

2.3. The role of management in the incidence of bootlegging

2.4. Summary of the research agenda and research questions

3. Structure of the dissertation

Part II What the literature tells us about bootlegging in R&D – a systematic literature review

1. Structure of part II

2. Introduction

3. Methodology

3.1. Research strategy

3.2. Data collection

3.3. Data analysis

3.3.1. Analysing bootlegging definitions

3.3.2. Systematic content analysis

4. Results

4.1. Defining bootlegging

4.1.1. Existing definitions of bootlegging

4.1.2. Alternative bootlegging terminology

4.2. Reasons for bootlegging

4.2.1. Bootlegging helps researchers to influence decision making in their favour

4.2.2. Researchers need freedom to innovate

4.2.3. Bootlegging helps to go around cumbersome internal rules and bureaucracy

4.2.4. Personal attributes of bootleggers

4.2.5. Summary of reasons for bootlegging

4.3. Innovative Output

4.4. Stage in the innovation process

4.5. Secrecy

4.6. Prevalence

4.7. Resources

4.8. Strategy

4.9. Transition

4.10. Attitude

4.11. Success

5. Discussion and roadmap for future research

6. Limitations

Part III Overcoming illegitimacy: How bootleg researchers uncover their underground innovation proje

1. Structure of Part III

2. Introduction: disclosing bootleg projects

3. Theoretical background

3.1. Legitimacy: definitions and foundations

3.2. Types of legitimacy

3.3. Strategies of seeking legitimacy

3.4. Mechanisms of seeking legitimacy

4. Methodology

4.1. Research design

4.2. Selection of cases

4.3. Collection of cases

4.4. Analysis of cases

5. Findings

5.1. Presentation of cases

5.2. Legitimacy types

5.2.1. Cognitive legitimacy

5.2.2. Moral legitimacy

5.2.3. Pragmatic legitimacy

5.3. Legitimacy strategies

5.3.1. Bootlegging as a legitimacy strategy

5.3.2. Selection strategies

5.3.3. Manipulation strategies

5.3.4. Conformity strategies

5.4. Legitimacy mechanisms

5.4.1. Lobbying

5.4.2. Seeking feedback

5.4.3. Building relationships

5.4.4. Exploiting existing relationships

5.4.5. Managing opponents

5.4.6. Waiting for the window of opportunity

5.4.7. Lying and bribing

5.4.8. Summary of legitimacy mechanisms

6. Discussion

7. Limitations & future research

Part IV The relationship between bootlegging and management practices – A quantitative study

1. Structure of Part IV

2. Introduction

3. Theoretical foundations

3.1. Formal idea management and bootlegging

3.2. Autonomy and bootlegging

3.3. Supportive supervision and bootlegging

3.4. Measuring bootleg behaviour

4. Methodology

4.1. Research strategy and design

4.2. Data generation

4.3. Measurement scales

4.3.1. Measuring bootlegging behaviour

4.3.2. Measuring innovative performance

4.3.3. Measuring management styles & platform engagement

4. Findings

4.1. Bootlegging demographics

4.2. Construct validation of survey measurement scales

4.2.1. Validation of bootlegging scales

4.2.2. Validation of management support scale

4.2.3. Validation of platform engagement scale

4.3. Item correlation

4.4. Regression analysis

4.4.1. General procedure of the analysis

4.4.2. Idea management and bootlegging

4.4.2.1. Model formulation

4.4.2.2. Model results

4.4.3. Autonomy and bootlegging

4.4.3.1. Model formulation

4.4.3.2. Model results

4.4.3.3. Model verification

4.4.4. Management support and bootlegging

4.4.4.1. Model formulation

4.4.4.2. Model results

4.4.4.3. Model verification

5. Discussion

6. Limitations & future research

Part V Discussion and conclusion

1. Structure of Part V

2. Summary of studies

2.1. Summary of Part I – Introduction

2.2. Summary of Part II – Literature review

2.3. Summary of Part III – Qualitative study

2.4. Summary of Part IV – Quantitative study

3. Theoretical implications

4. Managerial implications

5. Limitations & opportunities for future research

6. Conclusion & outlook

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