THE INTERACTIVE EFFECTS OF ABUSIVE CEOS AND PHILANTHROPIC CORPORATE SOCIAL RESPONSIBILITY ON ORGANIZATIONAL INNOVATION AND PERFORMANCE

• 成果类型: Article
• 署名作者: Yin, Jingfeng; Wu, Ying; Liden, Robert c.; Kluemper, Donald; Sauerwald, Steve; Gu, Jibao
• 署名单位: University of Illinois System; University of Illinois Chicago; University of Illinois Chicago Hospital; Hong Kong Polytechnic University; University of Illinois System; University of Illinois Chicago; University of Illinois Chicago Hospital; University of Illinois System; University of Illinois Chicago; University of Illinois Chicago Hospital; Texas Tech University System; Texas Tech University; University of Houston System; University of Houston; Chinese Academy of Sciences; University of Science & Technology of China, CAS
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2022.0380
• 发表日期: 2024
• 页码: 1612-1633
• 关键词: TRICKLE-DOWN MODEL; TOP MANAGEMENT; transformational leadership; firm performance; UPPER ECHELONS; MEDIATING ROLE; DARK-SIDE; team; supervision; narcissism

摘要

We examine how and when chief executive officer (CEO) abusive leadership can undermine organizational innovation and performance by diminishing top management team (TMT)behavioral integration. Based on upper echelons theory and the related interface perspective, we analyzed cross-sectional survey data from CEOs and TMTs of 308 small and medium-sized enterprises (SMEs) in Study 1 and multi-wave multisource survey data from CEOs and TMTs of 287 SMEs in Study 2. The empirical results support our theory. In addition, these effects are moderated by philanthropic corporate social responsibility (CSR) initiated by CEOs, such that CEO abusive leadership has a more substantial negative indirect impact on organizational innovation and performance when the level of philanthropic CSR is elevated. This moderation is attributed to TMT members' amplified negative perceptions of receiving inconsistent treatment, whereby the CEO treats external stakeholders favorably and internal executives poorly. The combined effects of CEO abusive leadership and philanthropic CSR on organizational innovation and performance add to the literature on abusive leadership, strategic leadership interfaces, and upper echelons theory.