Title

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

Document Type

Journal article

Source Publication

Journal of Management

Publication Date

9-1-2015

Volume

41

Issue

6

First Page

1698

Last Page

1723

Publisher

SAGE Publications

Keywords

executive hubris, firm innovation, environmental factors

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.

DOI

10.1177/0149206312441211

Print ISSN

01492063

E-ISSN

15571211

Publisher Statement

Copyright © The Author(s) 2012

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Full-text Version

Publisher’s Version

Recommended Citation

Tang, Y., Li, J., & Yang, H. (2015). What I see, what I do: How executive hubris affects firm innovation. Journal of Management, 41(6), 1698-1723. doi: 10.1177/0149206312441211