Helping Other CEOs Avoid Bad Press
Helping Other CEOs Avoid Bad Press
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DOI：
10.1177/0001839212453267
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发表时间：
2012-06
影响因子：
10.4
通讯作者：
James D. Westphal;Sun Hyun Park;Michael L. McDonald;Mathew L. A. Hayward
中科院分区：
文献类型：
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作者：
James D. Westphal;Sun Hyun Park;Michael L. McDonald;Mathew L. A. Hayward
在这项研究中，我们研究的决定因素和后果的印象管理（IM）支持CEO和记者之间的通信，从而其他公司的CEO提供积极的声明，焦点CEO的领导和战略和/或外部归因于低性能在焦点CEO的公司。从社会交换理论，我们的理论观点表明，IM支持可能会导致企业领导人之间的互惠规范。我们认为，在提供IM支持，包括广义互惠的直接和广义互惠的CEO谁收到IM支持以前支付的支持，以另一个第三方CEO，和广义互惠的第二种形式，其中CEO回报IM支持的CEO同事，他们认为谁给了类似的支持，以其他CEO在过去。我们还借鉴了社会心理学文献的说服力，建议为什么IM支持另一个CEO可能有一个更积极的影响，对记者的报道，对公司的领导比印象管理的CEO对他或她自己的领导和战略。我们用1999年至2007年美国大中型上市公司的数据来检验我们的假设，包括来自大样本CEO和记者的原始调查数据。研究结果支持了我们的假设，并进一步研究结果表明，印象管理的领导者和员工对自己的公司后，一个负的收益惊喜的明显效果可能部分归因于IM支持的效果。
In this study, we examine the determinants and consequences of impression management (IM) support in communications between CEOs and journalists, whereby CEOs of other firms provide positive statements about a focal CEO’s leadership and strategy and/or external attributions for low performance at the focal CEO’s firm. Drawing from social exchange theory, our theoretical perspective suggests how IM support may result from norms of reciprocity among corporate leaders. We consider the potential for direct and generalized reciprocity in the provision of IM support, including generalized reciprocity in which CEOs who received IM support previously pay the support forward to another third-party CEO, and a second form of generalized reciprocity in which CEOs reciprocate IM support to fellow CEOs whom they believe have given similar support to other CEOs in the past. We also draw from the social psychological literature on persuasion to suggest why IM support for another CEO may have a more positive influence on the tenor of journalists’ coverage about the firm’s leadership than impression management by the CEO about his or her own leadership and strategy. We test our hypotheses with data from large and mid-sized public U.S. companies from 1999 to 2007, including original survey data from a large sample of CEOs and journalists. The results supported our hypotheses, and additional findings suggested that the apparent effects of impression management by leaders and staff about their own firms following a negative earnings surprise may be partially attributable to the effects of IM support.