Resolving the paradox of bootleg innovation: the role of organizational error management climate in shaping innovation among new-generation employees

Abstract

Introduction: Bootleg innovation is prevalent among new-generation employees, but the influence of organizational error tolerance remains underexplored. Methods: Two studies were conducted—a three-wave field survey (n = 387) and a scenario-based experiment (n = 200)—to test the proposed model. Results: Error management climate positively predicts bootleg innovation via psychological safety. Promotion focus strengthens this mediation, while defensive focus weakens it. Discussion: The findings highlight how organizational climate and individual motivation interact to shape constructive deviant innovation.