The hubris hypothesis complements the extant debate on how people make judgments and decisions in organizations. Drawing on the origin of hubris in Greek mythology, the psychological approach, and finance studies, this paper portrays an informed picture of the current status of managerial hubris literature that develops a more advanced understanding of what is known about hubris. We present a conceptual map that provides a comprehensive appreciation of hubris antecedents-symptoms-strategic choices-feedback performance main cause effect relationships. Our proposed conceptual map draws on the idea that managerial hubris is one of the determinants of CEO judgments, strategic choices, and organizational performance. We also show that managerial hubris has a good side and a bad side and identify the implications for strategy formulation and implementation. By doing so, the study not only provides a multidisciplinary introduction to hubris that is tailored to scholars, but also distills a suite of suggestions for managing hubris symptoms and traps that may prove valuable to practitioners.

Abstract\ud Purpose – This paper aims to explore the latent structure of the literature on interorganizational network and innovation as well as to map the\ud main themes and empirical advances in this research stream.\ud Design/methodology/approach – Using bibliometric coupling, the authors analyze the citation patterns in 67 management studies regarding\ud innovation networks, published in ISI-journals from January 1996 to October 2012.\ud Findings – The authors identify the conceptual orientations that studies share. Bibliometric analysis allows us to draw an overview of how this field\ud of research has developed, recognizing in essence six main clustered research themes: networks as a framework that sustains firm innovativeness\ud in specific contexts; network dimensions and knowledge processes; networks as a means to access and share resources/knowledge; the interplay\ud between firm and network characteristics and its effects on innovative processes; empirical research on networks in highly dynamic industries; and\ud the influence of industry knowledge domain’s peculiarities on network dimensions and characteristics.\ud Research limitations/implications – By providing a comprehensive survey of current trends in the literature on interorganizational network and\ud innovation, the authors eventually identify the major gaps in our knowledge and help refocusing the current research agenda in this increasingly\ud relevant research stream.\ud Practical implications – The systematic introduction to the field of innovation networks is of notable interest to scholars and practitioners, who\ud have (or desire to have) some awareness in the topic. Here, practitioners may find their compass to acquire some knowledge on innovation networks\ud and orient their choices.\ud Originality/value – First, the spatially organized picture of the intellectual structure of the literature the authors offer is the initial thought-out\ud comprehensive introduction to the field of on interorganizational network and innovation. Second, by developing a thorough bibliometric analysis\ud of the extant bulk of the innovation networks literature, the authors develop specific methodological contribution. Third, we are able to map the\ud intellectual structure in a two-dimensional space to visualize spatial distances between intellectual themes

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Purpose This paper aims to investigate the impact of social features of an inter-organizational network on organizational learning and, in turn, on its performance. Specifically, this paper focuses on the following social features: proximity among members, trust among members, trust in network management, commitment among members, members’ engagement and exchange of information. Design/methodology/approach This paper is based on evidence from a survey involving 101 organizations that integrate the Cooperation Networks established in Rio Grande do Sul, Brazil. The authors analyze data by using exploratory factor analysis, confirmatory factor analysis and structural equation modeling. Furthermore, they advance to also measuring “subjective” variables to business excellence. Findings The authors find that trust in network management and information exchange is positively associated with organizational learning. In turn, organizational learning appears to impact network members’ performance positively. Arguably, no results about the impact of proximity among members, trust among members and commitment among members are interesting to activate a discussion on the role of region cultural dimensions in shaping the impact of social features underlying the inter-organizational networks on organizational learning. Research limitations/implications This study can be enriched by considering moderating variables in the relationships between the social conditions underlying inter-organizational network and learning. Practical implications The authors critically discuss the social features underlying the inter-organizational networks that impact learning among network members and how these aspects may be addressed to improve performance. Originality/value Given the focus of this empirical analysis, the authors advance the idea that regional culture is the layer of culture that most powerfully inspires the social features of networks, and shapes organizational learning.

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