CEO Narcissism, Audience Engagement, and Organizational Adoption of Technological Discontinuities

By W. Gerstner, Andreas König, Albrecht Enders, Donald C. Hambrick. 2013

391 citations recorded by the source corpus.

Subfields: Clinical Psychology, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/06b1697191dc4de64552890bfb1ce9ece6859a8a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

In Management of Technology and Innovation

Citations in the corpus

CEO Narcissism and the Impact of Prior Board Experience on Corporate Strategy (2015, neutral): “The upper echelon literature has also identified narcissism as a fundamental personality dimension of CEOs that influences their strategic decisions (Chatterjee and Hambrick, 2007, 2011; Gerstner et al., 2013).”
Master of Puppets: How Narcissistic CEOs Construct Their Professional Worlds (2017, background): “Researchers have also created and validated unobtrusive CEO narcissism measures of varying complexity (Chatterjee&Hambrick, 2011;Gerstner et al., 2013; O’Reilly et al., 2014; Patel &Cooper, 2014; Schrand & Zechman, 2012; Zhu & Chen, 2015a) that can be combinedwitharchivalmeasures of statusand/or…”
Dispositional Sources of Managerial Discretion: CEO Ideology, CEO Personality, and Firm Strategies (2018, background): “In contrast, individuals low in these traits tend to have an enduring lack of selfconfidence and low sense of control over strategies and outcomes (Miller, De Vries, and Toulouse, 1982; Raskin, Novacek, and Hogan, 1991; Howell and Avolio, 1993; Gerstner et al., 2013).”
How innovative is your employee? The role of employee and supervisor dark triad personality traits in supervisor perceptions of employee innovative behavior (2015, result): “This finding is consistent with previously reported relationships between narcissism and ratings of idea generation and idea promotion, and between narcissism and the actual adoption of innovative technologies (Furnham et al., 2013; Gerstner et al., 2013; Goncalo et al., 2010).”
Incumbent Adaptation to Technological Change: The Past, Present, and Future of Research on Heterogeneous Incumbent Response (2018, neutral): “Incumbent pharmaceutical companies maintained their market share by relying on complementary assets such as strong sales force and brand recognition (Gerstner et al., 2013; Rothaermel & Hill, 2005).”
Doing More with Less: Innovation Input and Output in Family Firms (2016, neutral): “For instance, K¨onig et al. (2013) argued that family firms face specific dilemmas when discontinuous technologies occur, and in the same vein, Patel and Chrisman (2014) found that family firms invest less in exploration.”