What I see, what I do : how executive hubris affects firm innovation

Yi TANG*, Jiatao LI, Hongyan YANG

*Corresponding author for this work

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

40 Citations (Scopus)

Abstract

This study explores the potential benefits of executive hubris to firm innovation. Grounded in the upper echelons theory and the firm innovation literature, hypotheses were developed and tested in two studies with different contexts and methods. Study 1 uses a set of cross-sectional survey data on a large sample of Chinese CEOs in manufacturing industries. Study 2 uses a set of longitudinal archival data on U.S. public firms in high-tech industries. Both studies render robust support to the authors’ main theoretical prediction—that executive hubris is positively related to firm innovation. The authors further found that the main effect varies under certain environmental conditions: The relationship between executive hubris and firm innovation becomes weaker when the environment is more munificent and complex.
Original languageEnglish
Pages (from-to)1698-1723
Number of pages26
JournalJournal of Management
Volume41
Issue number6
Early online date17 Apr 2012
DOIs
Publication statusPublished - 1 Sep 2015
Externally publishedYes

Fingerprint

Innovation
Hubris
Upper echelons theory
Environmental conditions
Survey data
Public firm
High-tech industry
Chief executive officer
Manufacturing industries

Keywords

  • environmental factors
  • executive hubris
  • firm innovation

Cite this

TANG, Yi ; LI, Jiatao ; YANG, Hongyan. / What I see, what I do : how executive hubris affects firm innovation. In: Journal of Management. 2015 ; Vol. 41, No. 6. pp. 1698-1723.
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What I see, what I do : how executive hubris affects firm innovation. / TANG, Yi; LI, Jiatao; YANG, Hongyan.

In: Journal of Management, Vol. 41, No. 6, 01.09.2015, p. 1698-1723.

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

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