The differential effects of CEO narcissism and hubris on corporate social responsibility

Yi TANG*, Daniel Z. Mack, Guoli Chen

*Corresponding author for this work

    Research output: Contribution to journalArticlepeer-review

    138 Citations (Scopus)

    Abstract

    Research Summary: While prior studies have predominantly shown that CEO narcissism and hubris exhibit similar effects on various strategic decisions and outcomes, this study aims to explore the mechanisms underlying how narcissistic versus hubristic CEOs affect their firms differently. Specifically, we investigate how peer influence moderates the CEO narcissism/hubris—corporate social responsibility (CSR). With a sample of S&P 1500 firms for 2003–2010, we find that the positive relationship between CEO narcissism and CSR is strengthened (weakened) when board-interlocked peer firms invest less (more) intensively in CSR than a CEO's own firm; the negative relationship between CEO hubris and CSR is strengthened when peer firms are engaged in less CSR than a CEO's own firm. Managerial Summary: Some CEOs are more narcissistic while others may be more hubristic, but these two groups of CEOs hold different attitudes toward the extent to which their firms should engage in corporate social responsibility (CSR). Our findings with a large sample of U.S. publically listed firms suggest that narcissistic CEOs care more about CSR, but hubristic CEOs care less. Interestingly, when narcissistic CEOs observe their peer firms engaging in more or less CSR than their own firms, they tend to respond in an opposite manner; in contrast, hubristic CEOs will only engage in even less CSR when their peers also do not emphasize CSR. Our findings point to a fundamental difference between CEO narcissism and hubris in terms of how they affect firms' CSR decisions based on their social comparison with peer firms.

    Original languageEnglish
    Pages (from-to)1370-1387
    Number of pages18
    JournalStrategic Management Journal
    Volume39
    Issue number5
    DOIs
    Publication statusPublished - May 2018

    Scopus Subject Areas

    • Business and International Management
    • Strategy and Management

    User-Defined Keywords

    • board-interlocked peer firms
    • CEO hubris
    • CEO narcissism
    • corporate social responsibility (CSR)
    • S&P 1500 index firms

    Fingerprint

    Dive into the research topics of 'The differential effects of CEO narcissism and hubris on corporate social responsibility'. Together they form a unique fingerprint.

    Cite this