CEO Hubris and Firm Performance: Exploring the Moderating Roles of CEO Power and Board Vigilance

CEO Hubris and Firm Performance: Exploring the Moderating Roles of CEO Power and Board Vigilance

This study focuses on CEO hubris and its detrimental effect on corporate financial performance along with an examination of critical corporate governance contingencies (CEO power and board vigilance) that may moderate the negative effect. From 654 observations of 164 Korean firms over the years 2001...

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Veröffentlicht in:Journal of business ethics 2018-02, Vol.147 (4), p.919-933
Hauptverfasser: Park, Jong-Hun, Kim, Changsu, Chang, Young Kyun, Lee, Dong-Hyun, Sung, Yun-Dal
Format: Artikel
Sprache:eng
Schlagworte:
Boards of directors
Business and Management
Business Ethics
Chief executive officers
Chief executives
Contingencies
Corporate governance
Education
Ethics
Executives (Business)
Financial performance
Governance
Management
Organizational performance
Philosophy
Power
Quality of Life Research
Vigilance
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Beschreibung
Zusammenfassung:This study focuses on CEO hubris and its detrimental effect on corporate financial performance along with an examination of critical corporate governance contingencies (CEO power and board vigilance) that may moderate the negative effect. From 654 observations of 164 Korean firms over the years 2001-2008, we found that CEO power exacerbated the negative effect of CEO hubris on corporate financial performance, whereas board vigilance mitigated it. This study provides empirical evidence that entrenchment problems arising from CEO hubris would be exacerbated as CEOs become more powerful, but weakened as board of directors become more vigilant. Theoretical contributions and practical implications will be discussed.
ISSN:0167-4544
1573-0697
DOI:10.1007/s10551-015-2997-2