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
