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In economics and business administration literature, David A. Schon introduced the notion of bootlegging in 1963. Bootlegging is defined as research in which motivated individuals secretly organize the innovation process. It usually is a bottom-up, non-programmed activity, without the official permission of the responsible management, but for the benefit of the company. It is not in the department’s action plan nor are there any formal resources allocated towards it (Augsdorfer 1996). ==Causes== The main reason for the occurrence of bootlegging is the lack of ‘free space’ for creativity. In particular rigid planning ignores the nature of experimental trial and error research. Bootlegging, as a kind of self-regulating element, bridges the mechanistic world of organization (hierarchy, project proposals, MBO, decisions can only be made after some initial findings) with the chaotic world of creativity and innovation. The theory of path dependency explains why bootleg innovations are (most often) in line with the strategic objectives of the firm: corporate competencies define the search paths for its future. In this respect the learning processes, beside the tangible output of bootlegging, are beneficial for the firm. Bootlegging should not be confused with skunk works: skunk work is defined as a sort of elite, working officially on a given project alongside the formal organization to solve problems more efficiently. In fact the Pacific tech's Graphing Calculator project, NuCalc, at Apple Computer was not a skunk works project but a bootleg project. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Bootlegging (business)」の詳細全文を読む スポンサード リンク
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