Abstract: As an indispensable component of independent innovation, bootlegging plays a vital role in driving the development of new quality productivity. While existing research has examined the antecedents of bootlegging from organizational, leadership, job-related, and individual perspectives, theoretical explorations focusing on specific human resource management (HRM) practices remain limited. To address this gap, drawing on the integrated model of human energy, this study investigates how inclusive HRM practices trigger bootlegging behavior by activating employees’ energy. Specifically, it explores the dual mediating pathways of empowerment (via job autonomy) and enablement (via thriving at work), and further examines the moderating role of leader secure-base support. Using a three-wave survey design, data are collected from 1,095 employees across 179 small and medium-sized enterprises. The findings reveal that: (1) Inclusive HRM practices positively influence bootlegging behavior; (2) This relationship is dually mediated by job autonomy and thriving at work, indicating that inclusive HRM practices foster bootlegging by enhancing both employees’ autonomy and their thriving at work; (3) Leader secure-base support positively moderates the indirect effect of inclusive HRM practices on bootlegging via thriving at work-meaning that when such support is high, the positive impact is amplified. However, its moderating role in the path through job autonomy is not significant. From the perspective of energy activation, this study identifies organizational-level antecedents of bootlegging, enriches the outcome literature of inclusive HRM practices, and deepens our understanding of the dynamic interplay between HRM systems and leadership. These findings offer theoretical insights for organizations seeking to foster inclusive management strategies to stimulate bootlegging among employees.

Key words: inclusive human resource management practices, bootlegging, job autonomy, thriving at work, leader secure-base support