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Title: How CEO hubris affects corporate social (Ir)responsibility
Authors: Tang, Yi
Qian, Cuili
Chen, Guoli
Shen, Rui
Keywords: DRNTU::Business::General::Social aspects
Issue Date: 2014
Source: Tang, Y., Qian, C., Chen, G., & Shen, R, (2014). How CEO hubris affects corporate social (Ir)responsibility. Strategic management journal, in press.
Series/Report no.: Strategic management journal
Abstract: 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.
ISSN: 0143-2095
DOI: 10.1002/smj.2286
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: [].
Fulltext Permission: open
Fulltext Availability: With Fulltext
Appears in Collections:NBS Journal Articles

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