How coworker proactive behavior drives employee bootlegging: The roles of goal orientation and self‐construal

Abstract Unauthorized, proactive innovative behavior (i.e., bootlegging) is increasingly recognized as an important driver of innovation. Although existing research has predominantly focused on explaining the emergence of bootlegging through formal influences (e.g., leadership and organizational practices), less attention has been paid to the impact of informal influences, particularly proactive coworkers. Integrating social comparison theory and goal orientation literature, we propose that coworker proactive behavior can drive bootlegging through assimilation and contrast mechanisms. Specifically, assimilation occurs in individuals with an interdependent self‐construal, fostering a learning goal orientation (LGO). The contrast mechanism operates in individuals with an interdependent self‐construal, activating a performance‐avoid goal orientation (PAGO). We conducted (i) an experimental–causal chain design (Study 1A, N = 389; Study 1B, N = 173; and Study 1C, N = 225) and (ii) a three‐wave, time‐lagged study (Study 2, N = 295) to test the full theoretical model. The results show that the interactive effect of coworker proactive behavior and interdependent self‐construal fosters LGO, leading to bootlegging. The interactive effect of coworker proactive behavior and independent self‐construal triggers PAGO, resulting in bootlegging. The paper concludes with a discussion of theoretical and practical implications and recommends directions for future research.