Publications

Journal Article

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, the authors investigate how peer influence moderates the CEO narcissism/hubris—corporate social responsibility (CSR).

With a sample of S&P 1500 firms for 2003–2010, the authors 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.