ORCID
0000-0002-5326-7468
Abstract
Do different CEO biases affect large firms’ innovation differently, and to what extent are these effects bounded by CEOs’ heuristics? In this article, we highlight overlooked antecedents, such as the biases imposed by CEO narcissism and self-monitoring and the heuristics driven by CEOs’ motivation (regulatory foci) for certain courses of action. We found that narcissistic CEOs differ from self-monitoring CEOs when it comes to innovation. We found that, for self-monitoring CEOs, these effects are conditioned by the individuals’ underlying promotion and prevention motivation, but this is not the case for narcissistic CEOs. These findings contour our understanding of the immutability of CEOs’ individual traits in light of their motivations, while informing scholars about an ignored aspect of innovation pursued by large firms.
Included in
Business Administration, Management, and Operations Commons, Cognition and Perception Commons, Strategic Management Policy Commons, Technology and Innovation Commons
