Uncovering Covert Innovation: Bootlegging, Illegitimacy, and Management's Attitude
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Wiesbaden
Springer Fachmedien Wiesbaden GmbH
2020
|
| Schriftenreihe: | Markt- und Unternehmensentwicklung Markets and Organisations Ser
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (236 Seiten) |
| ISBN: | 9783658316204 |
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| 505 | 8 | |a 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 | |
| 505 | 8 | |a 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 | |
| 505 | 8 | |a 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 -- References -- Appendix -- Appendix A: Related to the literature review -- Appendix B: Related to the quantitative study -- Appendix C: Related to the title of this dissertation | |
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| 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 -- 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 -- References -- Appendix -- Appendix A: Related to the literature review -- Appendix B: Related to the quantitative study -- Appendix C: Related to the title of this dissertation |
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| dewey-full | 658.514 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
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| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| index_date | 2024-07-03T19:50:39Z |
| indexdate | 2024-07-10T09:32:28Z |
| institution | BVB |
| isbn | 9783658316204 |
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| series2 | Markt- und Unternehmensentwicklung Markets and Organisations Ser |
| spelling | Eicher, Stephan Verfasser aut Uncovering Covert Innovation Bootlegging, Illegitimacy, and Management's Attitude Wiesbaden Springer Fachmedien Wiesbaden GmbH 2020 ©2021 1 Online-Ressource (236 Seiten) txt rdacontent c rdamedia cr rdacarrier Markt- und Unternehmensentwicklung Markets and Organisations Ser Description based on publisher supplied metadata and other sources 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 -- 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 -- References -- Appendix -- Appendix A: Related to the literature review -- Appendix B: Related to the quantitative study -- Appendix C: Related to the title of this dissertation Technological innovations Innovationsmanagement (DE-588)4161817-8 gnd rswk-swf Forschung und Entwicklung (DE-588)4017897-3 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Innovationsmanagement (DE-588)4161817-8 s Forschung und Entwicklung (DE-588)4017897-3 s DE-604 Erscheint auch als Druck-Ausgabe Eicher, Stephan Uncovering Covert Innovation Wiesbaden : Springer Fachmedien Wiesbaden GmbH,c2020 9783658316198 |
| spellingShingle | Eicher, Stephan Uncovering Covert Innovation Bootlegging, Illegitimacy, and Management's Attitude 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 -- 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 -- References -- Appendix -- Appendix A: Related to the literature review -- Appendix B: Related to the quantitative study -- Appendix C: Related to the title of this dissertation Technological innovations Innovationsmanagement (DE-588)4161817-8 gnd Forschung und Entwicklung (DE-588)4017897-3 gnd |
| subject_GND | (DE-588)4161817-8 (DE-588)4017897-3 (DE-588)4113937-9 |
| title | Uncovering Covert Innovation Bootlegging, Illegitimacy, and Management's Attitude |
| title_auth | Uncovering Covert Innovation Bootlegging, Illegitimacy, and Management's Attitude |
| title_exact_search | Uncovering Covert Innovation Bootlegging, Illegitimacy, and Management's Attitude |
| title_exact_search_txtP | Uncovering Covert Innovation Bootlegging, Illegitimacy, and Management's Attitude |
| title_full | Uncovering Covert Innovation Bootlegging, Illegitimacy, and Management's Attitude |
| title_fullStr | Uncovering Covert Innovation Bootlegging, Illegitimacy, and Management's Attitude |
| title_full_unstemmed | Uncovering Covert Innovation Bootlegging, Illegitimacy, and Management's Attitude |
| title_short | Uncovering Covert Innovation |
| title_sort | uncovering covert innovation bootlegging illegitimacy and management s attitude |
| title_sub | Bootlegging, Illegitimacy, and Management's Attitude |
| topic | Technological innovations Innovationsmanagement (DE-588)4161817-8 gnd Forschung und Entwicklung (DE-588)4017897-3 gnd |
| topic_facet | Technological innovations Innovationsmanagement Forschung und Entwicklung Hochschulschrift |
| work_keys_str_mv | AT eicherstephan uncoveringcovertinnovationbootleggingillegitimacyandmanagementsattitude |