Bootlegging refers to the behavior of employees who driving their innovative ideas underground in violation of organizational order and avoiding organizational review and supervision. This paper presents a nuanced definition and measurement of bootlegging from both covert and overt perspectives. It further uncovers the causes and mechanisms of bootlegging from theoretical and boundary factor perspectives, and elucidates the impact of bootlegging on employees, leaders, and organizations. Building upon these insights, an overarching research framework for understanding bootlegging is proposed. Future research directions are suggested, including investigating the novel characteristics and forms of bootlegging, exploring the formation mechanisms of bootlegging from an integrative perspective, and expanding the understanding of the negative effect of bootlegging and its localization in the Chinese context. This paper serves as a valuable reference for scholars to stay abreast of the research progress on bootlegging and provides insights for managers to accurately comprehend and effectively intervene in employees’ bootlegging behaviors.