Zusammenfassung
Neben vom Management ausgehenden Startimpulsen für neue Innovationsvorhaben ergreifen auch Mitarbeiter die Initiative. Diese entstehen oftmalig autonom, ohne dass sie erwartet oder gestattet wurden (Burgelman, 1983; Vesper, 1984). Dabei gehen Mitarbeiter teilweise sehr unkonventionell vor, indem sie die Regen und formalen Prozesse der Organisation ignorieren und in der frühen Phase des Innovationsprozesses eigenständig ohne Wissen ihrer Vorgesetzten ihre Ideen erkunden (Burgelman, 1983; Kanter, 2000). Diese spezielle Form der Initiative wird auch als Bootlegging (Knight, 1967) bezeichnet.
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Globocnik, D., Salomo, S. (2014). Kreative Devianz – Innovationsinitiativen von Mitarbeitern abseits legitimierender Innovationspfade. In: Schultz, C., Hölzle, K. (eds) Motoren der Innovation. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-06135-7_10
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