Going Underground: Bootlegging and Individual Innovative Performance

To develop innovations in large, mature organizations, individuals often have to resort to underground, "bootleg" research and development RD we argue and demonstrate empirically that the benefits of an individual's bootlegging efforts are enhanced in work units with high levels of innovative performance and which include members who are also engaged in bootlegging. However, during periods of organizational change involving formalization of the R&D process, individuals who increase their bootlegging activities are less likely to innovate. We explore the implications of these findings for our understanding of proactive and deviant creativity.

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