Business Schools and Hubris: Cause or Cure?

Sadler‐Smith, Eugene; Cojuharenco, Irina

doi:10.5465/amle.2019.0289

Cited by 25 publications

(15 citation statements)

References 132 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…A key discourse has centered on the extent to which schools should adjust their doctrines to reflect a more socially conscious stance that balances human well‐being with profit maximization (García‐Feijoo et al., 2020; Laszlo et al., 2017; Rocha et al., 2020). One outcome of this discourse has been the call for business schools to reconfigure both their approach to teaching and research (Sadler‐Smith & Cojuharenco, 2021) and the value proposition to their primary constituents—businesses (David et al., 2011). Evidence suggests that business schools are heeding this call (Garcia‐Feijoo et al., 2020; Laszlo et al., 2017).…”

Section: Introductionmentioning

confidence: 99%

Cross‐functional integration skills: Are business schools delivering what organizations need?

D′Souza

Bement

Cory

2022

Decision Sci J Innov Edu

View full text Add to dashboard Cite

Practitioner surveys suggest that despite well-intentioned efforts, undergraduate business programs could better equip students with "soft skills." This research study focuses on the soft skills associated with cross-functional integration (CFI), where skill gaps are believed to exist but have not been confirmed. As the first study to specifically characterize and measure CFI skills, we argue that even in the best-case scenario, a small CFI-skills gap could persist, and that the primary goal of business programs is to minimize, not eliminate, the gap. We assert that an instrument that measures CFI skills on three dimensions (cross-functional collaboration, cross-functional coordination, and cross-functional communication) provides a critical starting point in the identification and management of the CFI skills gap. We adapt and validate such an instrument, test it with a sample of 160 business students and 160 hiring managers, and find statistically significant gaps at the construct and dimensional level. However, the magnitude of the gaps is not large, suggesting that business schools may be doing a good job of managing the CFI skills gap. Our assessment instrument is a valuable tool for companies that wish to diagnose and address CFI skills challenges.

show abstract

Section: Introductionmentioning

confidence: 99%

Cross‐functional integration skills: Are business schools delivering what organizations need?

D′Souza

Bement

Cory

2022

Decision Sci J Innov Edu

View full text Add to dashboard Cite

show abstract

“…Sandler (2013Sandler ( , p. 1669) makes a basic distinction between vice and virtue and offers some examples: (1) "hubris, indifference, apathy, greed, wastefulness, and laziness" are vices; (2) "humility, courage, benevolence, temperance, perseverance, integrity, and wonder" are virtues. Scholars from the social, physical, and environmental sciences have focused attention on and proposed humility as an "antidote" to hubris (D. R. Nelson et al, 2020;Sadler-Smith & Cojuharenco, 2020) and highlighted humility as an environmentally important virtue (Hulme, 2014, see above).…”

Section: Humility-based Approachmentioning

confidence: 99%

“…Scholars from the social, physical, and environmental sciences have focused attention on and proposed humility as an “antidote” to hubris (D. R. Nelson et al, 2020; Sadler-Smith & Cojuharenco, 2020) and highlighted humility as an environmentally important virtue (Hulme, 2014, see above).…”

Section: A Solutionmentioning

confidence: 99%

Human Hubris, Anthropogenic Climate Change, and an Environmental Ethic of Humility

Sadler‐Smith

Akstinaite

2021

Organization & Environment

Self Cite

View full text Add to dashboard Cite

This article is about how hubris, individually and collectively, has contributed to the climate emergency and how an environmental ethic of humility could play an ameliorating role in the crisis. It focuses on the relationship between virtue ethics and the natural environment, and it argues that a collective “human hubris” (“The Problem”) has contributed significantly to anthropogenic climate change and that a “humility-based approach” toward the environment that entails an appreciation of humanity’s proper place in the natural order (“A Solution”). In it, we combine theories from the social and environmental sciences to propose an environmental ethic of humility as an “antidote” to human hubris by which leaders and other stakeholders could steer institutions, organisations, and behaviour towards environmental virtuousness. We also suggest the environmental ethic of humility as a benchmark against which stakeholders could be held to account for the environmental impacts of their actions. The article discusses the implications of hubris and humility in the areas governance, consumer behaviour, reputation, learning and education, accountability, and critical reflexivity.

show abstract

“…However, the existing research studies pay more attention to investors’ gender (Barber and Odean, 2001; Hardies et al. , 2012), educational background (Sadler-Smith and Cojuharenco, 2021), leader power (Vitanova, 2021) and praise in the press (Hayward et al. , 2004).…”

Section: Introductionmentioning

confidence: 99%

Exploring an inverted U-shaped relationship between top management team task-related faultlines and top executive hubris

Qing

Lou

2022

LODJ

View full text Add to dashboard Cite

PurposeTop executive hubris is associated with positive/negative outcome. Little is known about the antecedent of hubris in top management team (TMT) and how they can be weakened to capitalize on TMT size and market complexity. This paper aims to address these issues.Design/methodology/approachThis study draws on the social information processing theory. Subsequently, it proposes and tests an inverted U-shaped relationship between task-related faultlines and top executive hubris. Top management team size and complexity can weaken the relationship between them. Panel data were collected longitudinally from 2011 to 2016 on China's listed firm on growth enterprises board.FindingsHierarchical regression analyses indicate that medium task-related faultlines experience stronger than weak and strong faultlines. TMT size and market complexity can weaken the inverted U-shaped relationship between them.Originality/valueThis study provides pioneering evidence for an inverted U-shaped relationship between task-related faultlines and top executive hubris. These findings inform practice by suggesting a tipping point of team faultlines.

show abstract

Business Schools and Hubris: Cause or Cure?

Cited by 25 publications

References 132 publications

Cross‐functional integration skills: Are business schools delivering what organizations need?

Cross‐functional integration skills: Are business schools delivering what organizations need?

Human Hubris, Anthropogenic Climate Change, and an Environmental Ethic of Humility

Exploring an inverted U-shaped relationship between top management team task-related faultlines and top executive hubris

Contact Info

Product

Resources

About