A Hubris Theory of Entrepreneurship

By Mathew L. A. Hayward, Dean A. Shepherd, Dale W. Griffin. Management Sciences, 2006

807 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/b90f7b975d125efd5b5d3439a81c9031e29da02c

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Citations in the corpus

To Start or Not to Start: Outcome and Ability Expectations in the Decision To Start a New Venture (2010, background): “As noted above, recent work in the entrepreneurial cognition domain tends to subscribe to the notion that inflated expectations of outcome success lead to excess entry by entrepreneurs ill-prepared and perhaps ill-suited to effectively manage a new venture (Camerer and Lovallo, 1999; Hayward et al.,”
A New Look at Humility: Exploring the Humility Concept and Its Role in Socialized Charismatic Leadership (2010, neutral): “For example, Hayward, Shepherd, and Griffin (2006) examined the importance of confidence for entrepreneurs.”
What I See, What I Do (2015, background): “…activities (Malmendier & Tate, 2008), greater acquisition premiums (Hayward & Hambrick, 1997), higher chances of venture failure (Hayward et al., 2006), poorer performance (Lowe & Ziedonis, 2006), investment distortions (Malmendier & Tate, 2005), and excessive risk taking (Li &…”
Startups’ Roads to Failure (2018, background): “Others presented failure as the result of entrepreneurs’ overconfidence and hubris [18].”
Uncertainty Types and Transitions in the Entrepreneurial Process (2017, background): “Inexperience, for example, may lend to a poor understanding of uncertainty—in large part because the inexperienced entrepreneur’s cognitive map of reality is comparatively underdeveloped—and therefore tends to produce overconfidence and causal planning (e.g. Hayward et al. 2006, Dew et al. 2009a).”
How entrepreneurs acquire the capacity to excel: insights from research on expert performance (2010, background): “In addition, it may help them avoid overconfi dence and hubris—dangerous pitfalls for entrepreneurs (Hayward, Shepherd, and Griffi n, 2006).”
Entrepreneurship as a career choice: intentions, attitudes, and outcome expectations (2019, background): “Researchers have shown that as individuals are more confident of successfully achieving positive outcomes, they are more likely to intend to and actually start a new venture (e.g. Dennis and Solomon 2001; Hayward, Shepherd, and Griffin 2006).”
Cognitive Adaptability and an Entrepreneurial Task: The Role of Metacognitive Ability and Feedback (2012, background): “To that end, scholars have studied characteristics of the individual and the team—such as hubris (Hayward et al., 2006), optimism (Lowe & Ziedonis, 2006) and the use of bias and heuristics (Tripsas & Gavetti, 2000)—as moderating how feedback from the environment is interpreted and incorporated into ”
Optimism, overconfidence and entrepreneurial activity (2008, neutral): “Others have more appropriately defined and measured overconfidence on the assumption that it does vary across tasks or can be manipulated with situational cues (Hayward et al., 2006; Klayman et al., 1999; Zacharakis and Shepherd, 2001).”
Do serial entrepreneurs run successively better-performing businesses? (2013, background): “But after they perform well, in contrast, entrepreneurs are assumed to behave very differently, being prey to “competency traps” (March, 1991) or “hubris” (Hayward et al., 2006; Simon et al., 2000).”