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dc.contributor.authorTang, Yien
dc.contributor.authorQian, Cuilien
dc.contributor.authorChen, Guolien
dc.contributor.authorShen, Ruien
dc.identifier.citationTang, Y., Qian, C., Chen, G., & Shen, R, (2014). How CEO hubris affects corporate social (Ir)responsibility. Strategic management journal, in press.en
dc.description.abstractGrounded 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.en
dc.format.extent40 p.en
dc.relation.ispartofseriesStrategic management journalen
dc.rights© 2014 John Wiley & Sons, Inc. This is the author created version of a work that has been peer reviewed and accepted for publication by Strategic management journal, John Wiley & Sons, Inc. It incorporates referee’s comments but changes resulting from the publishing process, such as copyediting, structural formatting, may not be reflected in this document. The published version is available at: [].en
dc.subjectDRNTU::Business::General::Social aspectsen
dc.titleHow CEO hubris affects corporate social (Ir)responsibilityen
dc.typeJournal Articleen
dc.contributor.schoolCollege of Business (Nanyang Business School)en
dc.description.versionAccepted versionen
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