The impact of CEO core self-evaluation on the firm's entrepreneurial orientation

Although much has been attributed to a CEO's personality, one particularly intriguing, and as yet unexplored, investigation is its impact on the firm's entrepreneurial orientation. Additionally, despite calls from the upper-echelon literature, CEO personality research has been hobbled by t...

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Vydáno v:Strategic management journal Ročník 31; číslo 1; s. 110 - 119
Hlavní autoři: Simsek, Zeki, Heavey, Ciaran, Veiga, John (Jack) F.
Médium: Journal Article
Jazyk:angličtina
Vydáno: Chichester, UK John Wiley & Sons, Ltd 01.01.2010
John Wiley & Sons
Wiley Periodicals Inc
Témata:
Business management
Business organization
Business strategies
Business structures
Chief executive officers
Chief executives
Companies
core self-evaluation
Corporate strategies
entrepreneurial orientation
Entrepreneurship
environmental dynamism
Evaluation
Executives
Executives (Business)
Impact analysis
Leadership
Locus of control
Management research
Management science
Management teams
Management techniques
Multisource
Organizational analysis
Personality
Program evaluation
Questionnaires
Research Notes and Commentaries
Self
Self concept
Self efficacy
Self esteem
Self evaluation
Senior management
Studies
Top management
ISSN:0143-2095, 1097-0266
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Popis
Shrnutí:Although much has been attributed to a CEO's personality, one particularly intriguing, and as yet unexplored, investigation is its impact on the firm's entrepreneurial orientation. Additionally, despite calls from the upper-echelon literature, CEO personality research has been hobbled by the absence of a unifying construct that captures core dimensions of personality, and by the difficulty in obtaining such intimate assessments from executives. Building on recent advances in personality research, in particular the identification and validation of the core self-evaluation construct that captures the core facets of an executive's sense of self-potency, we develop and test a model of the impact of CEO core self-evaluation on entrepreneurial orientation. Then, consistent with upper echelons and personality theory, we specify the contingent role of environmental dynamism. Using multisource data from a sample of CEOs and their top management teams from 129 firms, including a time-lagged assessment of the firm's entrepreneurial orientation, we find evidence to suggest that CEOs whose personalities reflect higher core self-evaluations have a stronger positive influence on their firms' entrepreneurial orientation. In addition, we find that this influence is particularly strong in firms facing dynamic environments, but negligible in stable environments.
Bibliografie:istex:946A12046053C880CF13FBC02FCB16B8EEC52B1D
ark:/67375/WNG-CD2BDMXV-H
ArticleID:SMJ800
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ISSN:0143-2095
1097-0266
DOI:10.1002/smj.800