The curvilinear relationship between hindrance stressors and bootlegging: the moderate role of state ownership
ISSN: 1750-614X
Article publication date: 26 September 2022
Issue publication date: 13 November 2023
Abstract
Purpose
The purpose of this study is to provide insights into bootleg innovation by investigating whether perceived hindrance stressors play an important role in bootlegging and how different organizational ownership types (state-owned enterprises (SOEs) vs non-SOEs) affect this relationship.
Design/methodology/approach
The study samples comprised 3,967 employees from 674 knowledge-intensive companies in southern China. Multilevel structural equation modeling was used to test the hypotheses.
Findings
Drawing on the conservation of resources (COR) theory, the results show that hindrance stressors have a curvilinear (U-shaped) influence on bootleg innovation, and that the curve relationship between the hindrance stressors and bootlegging is more pronounced among employees in non-SOEs.
Practical implications
The findings indicate that either a low or high level of hindrance stressors can activate a high level of bootlegging activities among employees. These results suggest that managers need to be vigilant in detecting the level of hindrance because different motivations predominate at different stressor levels.
Originality/value
Based on the COR theory, the findings cast perceived hindrance stressors as an antecedent of bootlegging at the individual level. The inquiry into state ownership types further provides a comprehensive understanding of the non-linear relationship between hindrance stressors and bootlegging.
Keywords
Acknowledgements
Funding: This research is funded by the Foreign Young Talents Program of the Ministry of Science and Technology of China (QN2022163001).
Citation
Chen, M., Wang, X., Wu, H. and You, A. (2023), "The curvilinear relationship between hindrance stressors and bootlegging: the moderate role of state ownership", Chinese Management Studies, Vol. 17 No. 5, pp. 1139-1158. https://doi.org/10.1108/CMS-12-2020-0552
Publisher
:Emerald Publishing Limited
Copyright © 2022, Emerald Publishing Limited