Organizational hubris: Its antecedents and consequences for stakeholder relationships

• 成果类型: Article
• 署名作者: Gamache, Daniel L.; Pfarrer, Michael D.; Curran, Kevin
• 署名单位: University System of Georgia; University of Georgia; University System of Georgia; University of Georgia; University of Amsterdam
• 刊物名称: STRATEGIC MANAGEMENT JOURNAL
• ISSN/ISSBN: 0143-2095
• DOI: 10.1002/smj.3587
• 发表日期: 2024
• 页码: 1366-1392
• 关键词: hubris; SOCIAL IDENTITY THEORY; stakeholder strategy; strategic leadership; upper echelons theory

摘要

Research SummaryAlthough research has explored how executive hubris shapes organizational actions, we theorize that hubris can also develop outside the executive suite. We introduce the construct organizational hubris, which we define as a durable, collective attitude marked by exaggerated pride and confidence in the organization. Organizational hubris differs from executive hubris in terms of level (individual versus collective) and target (self-focused vs. organization-focused). We argue that organizational hubris can develop among high-identification organizations via an external route (positive external attributions) or an internal route (charismatic messaging from top leaders), or both. Once developed, organizational hubris affects important outcomes by shaping (1) how external stakeholders perceive the organization, (2) how insiders treat external stakeholders, and (3) the relationship among internal stakeholders-particularly between employees and top managers.Managerial SummaryAmong the many stories of corporate excess, some organizations exhibit a sense of superiority-the view that success is inevitable and failure impossible-that can shape their very nature. In this article, we depart from the idea that hubris is confined to the C-suite and introduce the construct organizational hubris, which we define as a durable, collective attitude marked by exaggerated pride and confidence in the organization. Organizational hubris can develop from positive external attributions and/or charismatic messaging from top leaders. Once developed, organizational hubris affects important strategic outcomes by shaping (1) how external stakeholders perceive the organization, (2) how insiders treat external stakeholders, and (3) the relationship among internal stakeholders-particularly between employees and top managers.