Analyzing Employee Bootlegging and its impact on organizational innovation performance: a mediated-moderated model

Innovation behavior plays a critical role in helping organizations secure a competitive advantage. One such form of innovation, known as Employee Bootlegging, is becoming increasingly prevalent in enterprises. Employee Bootlegging refers to the hidden innovation behaviors that individuals engage in because they firmly believe that their innovative ideas will benefit the organization. This study explores the impact of Employee Bootlegging on organizational innovation performance, utilizing a mediated and moderated model. A sample of 383 employees from India was surveyed for this research. The proposed relationships were tested using hierarchical multiple regression analysis. The findings show that Employee Bootlegging (EB) positively impacts Organizational Innovation Performance (OIP), with Cognitive Adaptability (CA) playing a mediating role. However, Leader Emotional Intelligence (LEI) does not moderate the EB-CA relationship but strengthens the impact of CA on OIP. This suggests that while employee-driven innovation boosts creativity and innovation, its efficiency effects may vary. The study highlights the importance of balancing unconventional innovation with structured leadership support. It provides valuable insights for managers on fostering innovation while maintaining organizational efficiency.