How CEO Hubris Affects Corporate Social (Ir)responsibility
How CEO Hubris Affects Corporate Social (Ir)responsibility
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DOI：
10.1002/smj.2286
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发表时间：
2014-06
期刊：
影响因子：
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通讯作者：
Yi Tang;C. Qian;Guoli Chen;R. Shen
中科院分区：
文献类型：
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作者：
Yi Tang;C. Qian;Guoli Chen;R. Shen
基于高层视角和利益相关者理论，本研究在CEO傲慢和企业社会责任之间建立了联系。我们首先发展了一个理论论证，即CEO的傲慢与公司的社会责任活动负相关，而与其社会不负责任的活动正相关。然后，我们探讨了傲慢效应的边界条件，以及这些关系是如何被资源依赖机制调节的。利用2001年至2010年S指数成份股公司的纵向数据，我们发现，当企业更多地依赖利益相关者获取资源时，例如当企业规模和疲软表明其内部资源禀赋减弱时，以及当外部市场变得更加不确定和竞争更激烈时，首席执行官傲慢与企业社会责任之间的关系被削弱。讨论了我们的发现对上层梯队理论和企业社会责任研究的启示。
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.