Publication Type
Journal Article
Version
submittedVersion
Publication Date
5-2018
Abstract
While prior studies have predominantly shown that CEO narcissism and hubris exhibit similar effects on various strategic decisions and outcomes, this study aims to explore the mechanisms underlying how narcissistic vs. hubristic CEOs affect their firms differently. Specifically, we investigate how peer influence moderates the CEO narcissism/hubris – CSR relationships. With a sample of S&P 1500 firms for 2003–2010, we find that the positive relationship between CEO narcissism and CSR is strengthened (weakened) when board-interlocked peer firms invest less (more) intensively in CSR than a CEO’s own firm; the negative relationship between CEO hubris and CSR is strengthened when peer firms are engaged in less CSR than a CEO’s own firm.
Keywords
board-interlocked peer firms, CEO narcissism, CEO hubris, corporate social responsibility (CSR), S&P 1500, index firms
Discipline
Strategic Management Policy
Research Areas
Strategy and Organisation
Publication
Strategic Management Journal
Volume
39
Issue
5
First Page
1370
Last Page
1387
ISSN
0143-2095
Identifier
10.1002/smj.2761
Publisher
Wiley: 24 months
Citation
TANG, Yi; MACK, Daniel Z.; and CHEN, Guoli.
The differential effects of CEO narcissism and hubris on corporate social responsibility. (2018). Strategic Management Journal. 39, (5), 1370-1387.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/5602
Copyright Owner and License
Authors
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.1002/smj.2761