ORCID
0000-0002-5326-7468
Abstract
How do CEOs’ personality biases and motivational heuristics influence innovation in large firms? Because large-firm innovation is more common and less risky, overlooked factors—such as narcissism, self-monitoring, and promotion or prevention foci—become pivotal. Drawing on these traits, we found that narcissistic CEOs differ from self-monitoring CEOs in driving innovation. Moreover, the effect of self-monitoring CEOs depends on whether their regulatory focus is oriented toward promotion or prevention. However, this interplay between personality and motivation does not apply to narcissistic CEOs, suggesting that certain characteristics remain relatively fixed. These findings advance the understanding of how CEO traits shape large-firm innovation and highlight an underexplored research area where personality and motivational dynamics interact, contributing to scholarship on less risky innovation.
Included in
Business Administration, Management, and Operations Commons, E-Commerce Commons, Leadership Studies Commons
