Organizational antecedents to bootlegging and consequences for the newness of the innovation portfolio

Literature on strategy, innovation, and portfolio management has recently shown increased interest in the concept of planned emergence. This builds an understanding that organizations' innovation is triggered both by deliberate top-down approaches as well emergent bottom-up processes. However, little known how to effectively plan In this context, bootlegging been mentioned a potential approach, describing instances which employees choose innovate without knowledge permission top managers. Whereas past research focused individual employee, we shift perspective overall tendency organizations. We investigate organizational conditions facilitate propensity becoming widespread practice organization, associated with organization's innovativeness. Drawing theory creative deviance, argue organizations deploying practices fostering induced initiatives increase structural strain thereby such As more are elaborated outside formal process, number diversity ideas strategic scope should increase. Higher proposed be higher Empirical evidence from study 930 respondents 124 firms supports notion supporting tendency, turn increases newness portfolio. Management inducing particular direction are, contrast, less prone trigger lesser effects tendencies organization. sum, contribute literature providing promising approach enable “planned emergence”. illustrate different types can used regulate deviance organization achieve degrees outcomes.