Uncovering covert innovation bootlegging, illegitimacy, and management's attitude /
| Main Author: | Eicher, Stephan. |
|---|---|
| Other Authors: | SpringerLink (Online service) |
| Format: | eBook |
| Language: | English |
| Published: |
Cham, Switzerland :
Springer Gabler,
[2020]
|
| Physical Description: |
1 online resource. |
| Series: |
Gabler research. Markets and organisations.
|
| Subjects: |
Table of Contents:
- Intro
- Foreword
- Preface
- Overview of contents
- Table of contents
- List of tables
- List of figures
- List of abbreviations
- Abstract
- 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 projects
- a qualitative study
- 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.