What I See, What I Do: How Executive Hubris Affects Firm Innovation

Yi Tang, Jiatao Li, Hongyan Yang

Research output: Journal PublicationArticlepeer-review

142 Citations (Scopus)


This study explores the potential benefits of executive hubris to firm innovation. Grounded in the upper echelons theory and the firm innovation literature, hypotheses were developed and tested in two studies with different contexts and methods. Study 1 uses a set of cross-sectional survey data on a large sample of Chinese CEOs in manufacturing industries. Study 2 uses a set of longitudinal archival data on U.S. public firms in high-tech industries. Both studies render robust support to the authors’ main theoretical prediction—that executive hubris is positively related to firm innovation. The authors further found that the main effect varies under certain environmental conditions: The relationship between executive hubris and firm innovation becomes weaker when the environment is more munificent and complex.

Original languageEnglish
Pages (from-to)1698-1723
Number of pages26
JournalJournal of Management
Issue number6
Publication statusPublished - 4 Sept 2015
Externally publishedYes


  • environmental factors
  • executive hubris
  • firm innovation

ASJC Scopus subject areas

  • Finance
  • Strategy and Management


Dive into the research topics of 'What I See, What I Do: How Executive Hubris Affects Firm Innovation'. Together they form a unique fingerprint.

Cite this