Linked e-resources
Details
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
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