Believing one's own press: the causes and consequences of CEO celebrity

By Mathew L. A. Hayward, Violina P. Rindova, Timothy G. Pollock. 2004

571 citations recorded by the source corpus.

Subfields: Communication, Gender Studies, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/202d2c069628f608d068baaad71b808e502572f4

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Citations in the corpus

Romancing leadership: Past, present, and future ☆ (2011, background): “Hayward, Rindova, and Pollock (2004) proposed that celebrity CEOs actively embraced and cultivated their celebrity by taking credit for their successes, attempting to capture greater control of their firms.”
Toward a Configurational Perspective on the CEO (2016, background): “CEOs often perceive themselves as belonging to an “elite” corporate group (Hayward et al., 2004; Jensen & Zajac; McDonald & Westphal, 2010; Wade et al., 2006).”
Classical Deviation: Organizational and Individual Status as Antecedents of Conformity (2015, unknown): “(Hayward et al., 2004; Rao et al., 2005). In particular, Hayward et al. (2004) predict that the”
Horizon problem and firm innovation: The influence of CEO career horizon, exploitation and exploration on breakthrough innovations (2017, background): “First, as a contribution to literature on CEO decision making (Chatterjee and Hambrick, 2011; Hayward et al., 2004; Seo et al., 2014), our study explains the mechanisms of how and why a CEO’s short career horizon influences firm innovations.”
How Can the Celebrity Endorsement Effect Help Consumer Engagement? A Case of Promoting Tourism Products through Live Streaming (2021, background): “Hayward et al. [34] (p. 639) deﬁned the CEO celebrity phenomenon as ‘arises when journalists broadcast the attribution that a ﬁrm’s positive performance has been caused by its CEO’s actions.’”
A Hubris Theory of Entrepreneurship (2006, background): “” If so, founders might use successful experience to more readily imagine how it might feel to achieve ongoing success on different focal ventures, and so neglect how the base rates of failure differs on such ventures relative to prior ones (Hayward et al. 2004).”