Amid the increasingly fierce market competition environment, leaders are under increasing pressure in terms of organizational performance. They are more likely to develop a one-dimensional frame of thinking oriented towards economic profit, that is, the bottom-line mentality (BLM). Previous studies have shown that leader BLM is an important incentive to trigger employees′ deviant behavior. However, most scholars mainly focus on the destructive aspect and rarely consider the influence of leader BLM on employees′ constructive deviant behavior. Bootleg innovation, as a special form of constructive deviant behavior, has attracted much attention in recent years.
It describes employees pursuing unauthorized innovation activities aimed at benefiting the organization.As the leader BLM is characterized by both "profit-seeking" and "exclusivity", its influence on employee behavior may be more complicated. Subordinates may engage in private risk-taking behavior because they feel less constrained by rules, or reduce the active innovation behavior because their personal needs cannot be met. Therefore, drawing on the cognitive-affective personality system theory, this paper intends to construct a dual-pathway model to deeply analyze the relationship between leader BLM and employees′ bootleg innovation, make up for existing research limitations, and provide more complete, universal, and guiding theoretical support for enterprise management practice.
This empirical study employs an online+offline questionnaire survey method for data collection. Respondents primarily consist of employees from the technology research and development departments and manufacturing departments within the Internet, manufacturing, cultural, and creative industries. After exclusion of incomplete questionnaires and those completed in a very short time, the study yields a total of 404 valid responses, indicating an effective response rate of 80.8%. During the data-processing phase, confirmatory factor analysis, common method bias tests, descriptive statistical analysis, and hypothesis testing are performed using AMOS 24.0 and SPSS 26.0 software.
The results show that (1) leader BLM has a positive direct effect on employees′ bootleg innovation. The main reason is that the expected results of employees′ bootleg innovation meet the requirements of leaders′ bottom line, and leaders′ expectations for the completion of bottom-line tasks also provide more inclusiveness for employees′ diversified innovation methods. (2) Through the mediation of the perceived acceptability of norm violation and psychological contract violation, leader BLM has a double-edged sword effect on employees′ bootleg innovation. On the one hand, leader BLM enables employees to get the signal that "violation of norms is acceptable", stimulates risk-taking spirit, and promotes bootleg innovation; on the other hand, the leader′s neglect of employee needs will cause psychological damage to subordinates and lead to psychological contract violation, weaken the willingness to return to the organization, and is not conducive to bootleg innovation. (3) Employee perspective taking positively moderates the relationship between leader BLM and perceived acceptability of norm violation, negatively moderates the relationship between leader BLM and psychological contract violation, and moderates the indirect effect of leader BLM on dual paths of employees′ bootleg innovation. When employees have a high level of perspective taking, leader BLM has a positive significance on employees′ bootleg innovation through the cognitive and emotional dual path mechanism. These findings not only extend the research on the influence of the leader BLM on employees′ bootleg innovation but also reveal the influence mechanisms and boundary conditions of the leader BLM on employees′ bootleg innovation.
This paper makes contributions to the research on the leader BLM and employees′ bootleg innovation from the following three aspects. Firstly, it enriches the theoretical research of leader BLM on employees′ constructive deviant behavior and expands the depth of the research. Secondly, drawing on CAPS theory, it discusses the double-edged effect of leader BLM on employees′ bootleg innovation, making up for the deficiencies of integrated studies on leader BLM and enriching the research on leader BLM mechanism. Thirdly, it examines the moderating effect of perspective taking from the perspective of empathy and expands the boundary conditions for the role of leader BLM.
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