Journal
STRATEGIC MANAGEMENT JOURNAL
Volume 36, Issue 9, Pages 1338-1357Publisher
WILEY
DOI: 10.1002/smj.2286
Keywords
CEO hubris; corporate social responsibility; stakeholder theory; resource dependence
Categories
Funding
- Hong Kong Research Grants Council [PolyU 5972/13H]
- Hong Kong Polytechnic University [G-YL40]
- INSEAD's Alumni Fund
Ask authors/readers for more resources
Grounded in the upper echelons perspective and stakeholder theory, this study establishes a link between CEO hubris and corporate social responsibility (CSR). We first develop the theoretical argument that CEO hubris is negatively related to a firm's socially responsible activities but positively related to its socially irresponsible activities. We then explore the boundary conditions of hubris effects and how these relationships are moderated by resource dependence mechanisms. With a longitudinal dataset of S&P 1500 index firms for the period 2001-2010, we find that the relationship between CEO hubris and CSR is weakened when the firm depends more on stakeholders for resources, such as when its internal resource endowments are diminished as indicated by firm size and slack, and when the external market becomes more uncertain and competitive. The implications of our findings for upper echelons theory and the CSR research are discussed. Copyright (c) 2014 John Wiley & Sons, Ltd.
Authors
I am an author on this paper
Click your name to claim this paper and add it to your profile.
Reviews
Recommended
No Data Available