Conceptualizing executive hubris: the role of (hyper-)core self-evaluations in strategic decision-making

Hiller, Nathan J.; Hambrick, Donald C.

doi:10.1002/smj.455

Cited by 570 publications

(627 citation statements)

References 99 publications

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“…By 2007, it became clear that this romance with Goodwin's leadership style and perceptions of his positive impact were waining. Reflecting a important theme in the leadership literature concerning the dysfunctional consequences of managerial hubris, narcissism and executive overconfidence (Hiller & Hambrick, 2005;Shipman & Mumford, 2011), the collective self-confidence in RBS, built on Goodwin and his executive committee's reputation for making 'the right calls', was increasingly seen internally as collective arrogance. Interviewees linked it to the centralized, directive, micro-management style of Goodwin and his executive team and impact on organizational culture, and on a general unwillingness of his direct reports 'to speak up to power': Another interviewee suggested that this was the point he became convinced that confident judgment became arrogance:…”

Section: Reflections On Rbs During Its Growth Period: the Problems Ofmentioning

confidence: 99%

Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked problems in SHRM

Martin

Gollan

Grigg

2011

The International Journal of Human Resource Management

149

139

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Section: Reflections On Rbs During Its Growth Period: the Problems Ofmentioning

confidence: 99%

Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked problems in SHRM

Martin

Gollan

Grigg

2011

The International Journal of Human Resource Management

149

139

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“…Due to this importance many researchers investigated the nature and process of strategic decisions [1] but these studies mainly focus on the behavioral factors that affect the judgment of strategic decision makers [16]. An analytical comprehensiveness approach increases the performance of strategic decisions [4].…”

Section: Strategic Decision Makingmentioning

confidence: 99%

Strategic Decision Selection Using Hesitant fuzzy TOPSIS and Interval Type-2 Fuzzy AHP: A case study

Onar¹,

Öztayşi²,

Kahraman³

2014

IJCIS

144

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Strategic decisions such as mergers, acquisitions and joint ventures have a strong effect on firm performance. In order to be successful in highly competitive environments firms have to make right and on time strategic decisions. However, the nature of making the right strategic decision is complex and unstructured since there are many factors affecting such decisions. Moreover these factors are usually hard and vague to evaluate numerically. This study tries to develop a multicriteria decision-making model which considers both the complexity and vagueness of strategic decisions. The weights of the factors are determined by interval type-2 Fuzzy Analytic Hierarchy Process (AHP) and then the best strategy is selected by Hesitant Fuzzy TOPSIS using the determined weights. An application to a multinational consumer electronics company is presented.

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“…Reflecting an important theme in the leadership literature concerning the dysfunctional consequences of managerial hubris, narcissism and executive overconfidence (Hiller and Hambrick 2005;Shipman and Mumford 2011), the collective self-confidence in RBS, built on Goodwin and his executive committee's reputation for making 'the right calls', was increasingly seen internally as collective arrogance. Interviewees linked it to the centralized, directive, micro-management style of Goodwin and his executive team and impact on organizational culture, and on a general unwillingness of his direct reports 'to speak up to power': I would say that confidence became more arrogance, with each successive acquisition .…”

Section: Reflections On Leadershipmentioning

confidence: 99%

Corporate governance and strategic human resources management in the UK financial services sector: the case of the RBS

Martin

Gollan

2012

The International Journal of Human Resource Management

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In this paper, we outline a new configurational framework linking different models of corporate governance to their associated ethical, strategic management and strategic human resources management (SHRM) policies and practices. We draw on this framework to analyze the role played by HRM and leadership in the rise and spectacular failure of the Royal Bank of Scotland, the Scottish headquartered financial services group, which grew to be one of the largest and most successful banks in the work prior to the global financial services crisis (GFC) but had to be rescued by British taxpayers following a failed acquisition during the GFC. Drawing on published accounts and interviews with senior RBS HR staff, we also analyze how a post-crisis shift in corporate governance, ethics and strategy is shaping organizational climate and HR policies at the bank to provide the HR function with a greater opportunity to exercise an influence on the corporate governance regime. However, the global nature of the financial services industry, the needs to satisfy financial markets and the desire of the UK government to return RBS to private sector ownership has placed strict limits on the potential for the emergence of a stakeholder model of corporate governance and HR, which many critics anticipated would be one of the few positive outcomes of the GFC.

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Conceptualizing executive hubris: the role of (hyper-)core self-evaluations in strategic decision-making

Cited by 570 publications

References 99 publications

Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked problems in SHRM

Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked problems in SHRM

Strategic Decision Selection Using Hesitant fuzzy TOPSIS and Interval Type-2 Fuzzy AHP: A case study

Corporate governance and strategic human resources management in the UK financial services sector: the case of the RBS

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