Conceptualizing Executive Hubris : The Role of (Hyper-) Core Self - Evaluations in Strategic Decision - Making  

Oleh:

Hambrick, Donald C. ; Hiller, Nathan J.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Strategic Management Journal vol. 26 no. 4 (Apr. 2005), page 297-320.
Topik: DECISION MAKING; upper echelons; core self - evaluation; hubris; executive self - perceptions; decisions speed; strategic persistence

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: SS30.18 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Researchers have long been interested in how an executive's self - concept affects his or her beahiours, but have lacked a theoretically grounded, validated construct for conducting systematic inquires. The concept of "core self - evaluation" (CSE), which has been recently validated in the psychology literature, concisely encompasses and consolidates the common, overlapping portions of four previosly unconnected personality dimensions : self - esteem, self - efficacy, locus of control and emotional stability. CSE has great potential to provide substantial leverage for research on executive self - concept. We review and reconcile prior research on related constructs in executive settings (including narcissism, hubris and overconfidence) and argue that CSE should be adopted as a robust, well - validated, umbrella construct for research on executive self - concept. Indeed a very high level of CSE, or hyper - CSE, aligns closely with what is often colloquially called "hubris". We anticipate that hyper - CSE executives who possess supreme levels of self - confidence, self - potency and conviction that they will prevail - will manifest this trait in their job behaviours. We develop a set of integrated propostiitions that describe the implications of CSE for strategic decision processes, strategic choices and organizational performance. Finally, we propose additional avenues for research.

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