Frontiers in psychology · 2026
"Underground innovation" in the digital age: how digital leadership promotes employee bootlegging through psychological empowerment.
СтатьяНазвание и аннотация: Перевод в очереди
Обработка статьи · этапы, ошибки и управление
Загрузка состояния…
Ошибки и ограничения
История · было → стало
Состояние обновляется каждые 5 секунд, пока блок открыт. Процент показывается только там, где известен объём работы. Пауза останавливает продолжение этапа; текущий запрос к источнику может завершиться.
Song Lulu, Chen Yixuan, Wang Zhen
Аннотация
BACKGROUND: Under the trend of digitalization, the employees' "informal" innovative behaviors are of great significance for enterprises to adapt to highly uncertain market environments.
METHODS: Based on Self-Determination Theory, this study builds a moderated mediation model to examine how digital leadership promotes employee bootlegging through psychological empowerment, and also considers the moderating role of organizational formalization in this path.
RESULTS: Through an empirical analysis of 387 valid survey questionnaires from employees in multi-regional enterprises, and on the basis of the above research results: (1) Digital leadership is positively associated with the psychological empowerment of employees; (2) Psychological empowerment mediates the impact of digital leadership on employees' bootlegging behavior; (3) Organizational formalization strengthens the path from psychological empowerment to bootlegging, meaning that a more complex procedural system at the company increases the risk of such behavior among employees with high psychological empowerment; (4) Organizational formalization further positively moderates the indirect path of "digital leadership-psychological empowerment-employee bootlegging."
CONCLUSION: This study reveals the micro-psychological mechanisms of employees under the conflict between digital empowerment and bureaucratic systems, providing important theoretical perspectives and managerial insights for organizations to optimize innovation management and reshape institutional environments in the digital era.
METHODS: Based on Self-Determination Theory, this study builds a moderated mediation model to examine how digital leadership promotes employee bootlegging through psychological empowerment, and also considers the moderating role of organizational formalization in this path.
RESULTS: Through an empirical analysis of 387 valid survey questionnaires from employees in multi-regional enterprises, and on the basis of the above research results: (1) Digital leadership is positively associated with the psychological empowerment of employees; (2) Psychological empowerment mediates the impact of digital leadership on employees' bootlegging behavior; (3) Organizational formalization strengthens the path from psychological empowerment to bootlegging, meaning that a more complex procedural system at the company increases the risk of such behavior among employees with high psychological empowerment; (4) Organizational formalization further positively moderates the indirect path of "digital leadership-psychological empowerment-employee bootlegging."
CONCLUSION: This study reveals the micro-psychological mechanisms of employees under the conflict between digital empowerment and bureaucratic systems, providing important theoretical perspectives and managerial insights for organizations to optimize innovation management and reshape institutional environments in the digital era.