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Abstract
Purpose
Bootleg Innovation helps enterprises create unconventional innovation achievements, and has gradually become an important approach for radical innovation under the background of open innovation. Through the integration of the cognitive-affective processing system and conservation of resources (COR) theory, the present study takes integrative complexity as a moderator, and explores the mechanism of LMX ambivalence on employees’ bootleg innovation.
Participants and Methods
A total of 387 employees and 110 supervising managers participated in the two-wave dyadic survey. To test our hypotheses, we performed the hierarchical regression and conducted bootstrapping analyses to test our hypotheses.
Results
Findings indicated that LMX ambivalence not only improves employees’ cognitive flexibility and promotes bootleg innovation, but also aggravates employees’ job anxiety and hinders bootleg innovation. In addition, integrative complexity significantly moderates the above two mediating paths. Specifically, when integrative complexity was higher, the negative mediating effect of job anxiety was attenuated, and the positive mediating effect of cognitive flexibility was enhanced.
Conclusion
Contrasting with previous research, this research analyzed the triggering mechanism of bootleg innovation combined with the dynamic interaction of environmental stimulus, emotion and cognition. The findings provide novel insight into how to achieve bootleg innovation.
Ethics Statement
This study was conducted in accordance with the Declaration of Helsinki, and Anhui University of Finance and Economics reviewed and approved the study protocol. All participants read and signed a consent form before they participated in the study.
Author’s Information
Dujuan Huang is an Associate professor at the College of Business Administration, Anhui University of Finance and Economics, Bengbu, 233030, China (e-mail: [email protected]). Her current research interest includes leadership and innovation management. She has published in journals such as Technological Forecasting and Social Change, Technology in Society, Management Decision, among others. She is also a visiting scholar of University of British Columbia.
Tongqing Zhu is a Postgraduate at the College of Business Administration, Anhui University of Finance and Economics, Bengbu, 233030, China (e-mail: [email protected]). He is committed to the research of Chinese management localization and leadership.
Xue Ding is an Assistant professor at School of Financial Technology, Shanghai Lixin University of Accounting and Finance, Shanghai, 201209, China (e-mail: [email protected]). Her current research interest includes project management and organizational behavior management. She has published in journals such as Automation in Construction, Journal of Systems & Management, among others. She is also a visiting scholar of Texas A & M University.
XiaoliangBi is a PhD at the School of Economics and Management, Tongji University, Shanghai 200092, China. His specialism is innovation management and psychology research. XiaoliangBi is the corresponding author and can be contacted at: [email protected]
TaoSun is a Postgraduate at the College of Business Administration, Anhui University of Finance and Economics, Bengbu, 233030, China (e-mail:[email protected]). He is committed to the research of Chinese management localization and leadership.
Disclosure
The authors report no conflicts of interest in this work.