Linking CEOs’ Pride to Firm Strategy and Performance

We extend achievement attribution theory to examine how, upon perceiving success of their organizations, CEOs experience pride in their own and their firms’ efforts (authentic pride) or pride in capabilities (hubristic pride); and how this matters for their expectations of firm performance. We outli...

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Main Authors: FAN, Terence Ping Ching, Hayward, Mathew, Ashkanasy, Neal
Format: text
Language:English
Published: Institutional Knowledge at Singapore Management University 2011
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Online Access:https://ink.library.smu.edu.sg/lkcsb_research/3464
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spelling sg-smu-ink.lkcsb_research-44632013-08-12T01:17:28Z Linking CEOs’ Pride to Firm Strategy and Performance FAN, Terence Ping Ching Hayward, Mathew Ashkanasy, Neal We extend achievement attribution theory to examine how, upon perceiving success of their organizations, CEOs experience pride in their own and their firms’ efforts (authentic pride) or pride in capabilities (hubristic pride); and how this matters for their expectations of firm performance. We outline how such forms of pride trigger different kinds of firm outcomes; and we propose that emotional self-regulation processes can shape what kind of pride CEOs experience. 2011-11-09T08:00:00Z text https://ink.library.smu.edu.sg/lkcsb_research/3464 Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University Strategic Management Policy
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Strategic Management Policy
spellingShingle Strategic Management Policy
FAN, Terence Ping Ching
Hayward, Mathew
Ashkanasy, Neal
Linking CEOs’ Pride to Firm Strategy and Performance
description We extend achievement attribution theory to examine how, upon perceiving success of their organizations, CEOs experience pride in their own and their firms’ efforts (authentic pride) or pride in capabilities (hubristic pride); and how this matters for their expectations of firm performance. We outline how such forms of pride trigger different kinds of firm outcomes; and we propose that emotional self-regulation processes can shape what kind of pride CEOs experience.
format text
author FAN, Terence Ping Ching
Hayward, Mathew
Ashkanasy, Neal
author_facet FAN, Terence Ping Ching
Hayward, Mathew
Ashkanasy, Neal
author_sort FAN, Terence Ping Ching
title Linking CEOs’ Pride to Firm Strategy and Performance
title_short Linking CEOs’ Pride to Firm Strategy and Performance
title_full Linking CEOs’ Pride to Firm Strategy and Performance
title_fullStr Linking CEOs’ Pride to Firm Strategy and Performance
title_full_unstemmed Linking CEOs’ Pride to Firm Strategy and Performance
title_sort linking ceos’ pride to firm strategy and performance
publisher Institutional Knowledge at Singapore Management University
publishDate 2011
url https://ink.library.smu.edu.sg/lkcsb_research/3464
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