CEO Humility and Corporate Social Irresponsibility: Evidence Based on a New Unobtrusive Measure

References

• Alexander P (2015) Corporate Social Irresponsibility (Routledge, New York).Crossref, Google Scholar
• Anderson JC, Gerbing DW (1991) Predicting the performance of measures in a confirmatory factor analysis with a pretest assessment of their substantive validities. J. Appl. Psych. 76(5):732–740.Crossref, Google Scholar
• Associated Press (2015) Volkswagen CEO Martin Winterkorn resigns over emissions scandal. Herald-Tribune (September 23), https://www.heraldtribune.com/story/news/2015/09/23/volkswagen-ceo-resigns-over-emissions-scandal/29326348007/.Google Scholar
• Audia PG, Rousseau HE, Brion S (2022) CEO power and nonconforming reference group selection. Management Sci. 33(2):831–853.Abstract, Google Scholar
• Ballantyne N (2021) Recent work on intellectual humility: A philosopher’s perspective. J. Positive Psych. 18(2):200–220.Crossref, Google Scholar
• Bandura A (1999) Social cognitive theory of personality. Pervin J, ed. Handbook of Personality (Guilford Publications, New York), 154–196.Google Scholar
• Bandura A (2016) Moral Disengagement: How People Do Harm and Live with Themselves (Worth Publishers, New York).Google Scholar
• Bapuji H, Patel C, Ertug G, Allen DG (2020) Corona crisis and inequality: Why management research needs a societal turn. J. Management 46(7):1205–1222.Crossref, Google Scholar
• Bazerman MH, Tenbrunsel AE (2011) Blind spots: Why We Fail to Do What’s Right and What to Do About It (Princeton University Press, Princeton, NJ).Crossref, Google Scholar
• Beauchesne MM (2014) CEO humility: Development of an unobtrusive measure and strategic implications. Unpublished doctoral dissertation, Florida International University, Miami.Google Scholar
• Bednar MK (2012) Watchdog or lapdog? A behavioral view of the media as a corporate governance mechanism. Acad. Management J. 55(1):131–150.Crossref, Google Scholar
• Bednar MK, Love EG, Kraatz M (2015) Paying the price? The impact of controversial governance practices on managerial reputation. Acad. Management J. 58(6):1740–1760.Crossref, Google Scholar
• Bianchi EC, Mohliver A (2016) Do good times breed cheats? Prosperous times have immediate and lasting implications for CEO misconduct. Organ. Sci. 27(6):1488–1503.Link, Google Scholar
• Boehmer E, Broussard JP, Kallunki J-P (2002) Using SAS in Financial Research (SAS Institute Inc., Cary, NC).Google Scholar
• Bundy J, Pfarrer MD, Short CE, Coombs WT (2017) Crises and crisis management: Integration, interpretation, and research development. J. Management 43(6):1661–1692.Crossref, Google Scholar
• Busenbark JR, Graffin SD, Campbell RJ, Lee EY (2022) A marginal effects approach to interpreting main effects and moderation. Organ. Res. Methods 25(1):147–169.Crossref, Google Scholar
• Campbell JL (2007) Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility. Acad. Management Rev. 32(3):946–967.Crossref, Google Scholar
• Carroll AB (1999) Corporate social responsibility: Evolution of a definitional construct. Bus. Soc. 38(3):268–295.Crossref, Google Scholar
• Certo ST, Busenbark JR, Woo HS, Semadeni M (2016) Sample selection bias and Heckman models in strategic management research. Strategic Management J. 37(13):2639–2657.Crossref, Google Scholar
• Chatterjee A, Hambrick DC (2007) It’s all about me: Narcissistic chief executive officers and their effects on company strategy and performance. Admin. Sci. Quart. 52(3):351–386.Crossref, Google Scholar
• Chen X, Cheng Q, Lo AK (2013) Accounting restatements and external financing choices. Contemporary Accounting Res. 30(2):750–779.Crossref, Google Scholar
• Chin MK, Hambrick DC, Trevino LK (2013) Political ideologies of CEOs: The influence of executives’ values on corporate social responsibility. Admin. Sci. Quart. 58(2):197–232.Crossref, Google Scholar
• Chintalapati R, Laohaprapanon S, Sood G (2018) Predicting race and ethnicity from the sequence of characters in a name. Preprint, submitted May 6, https://arxiv.org/abs/1805.02109.Google Scholar
• Christensen DM, Dhaliwal DS, Boivie S, Graffin SD (2015) Top management conservatism and corporate risk strategies: Evidence from managers’ personal political orientation and corporate tax avoidance. Strategic Management J. 36(12):1918–1938.Crossref, Google Scholar
• Chugh D, Kern MC (2016) A dynamic and cyclical model of bounded ethicality. Res. Organ. Behav. 36:85–100.Crossref, Google Scholar
• Clarkson MBE (1995) A Stakeholder framework for analyzing and evaluating corporate social performance. Acad. Management Rev. 20(1):92–117.Crossref, Google Scholar
• Cohen S, Kadach I, Ormazabal G, Reichelstein S (2023) Executive compensation tied to ESG performance: International evidence. J. Accounting Res. 61(3):805–853.Crossref, Google Scholar
• Colquitt JA, Sabey TB, Rodell JB, Hill ET (2019) Content validation guidelines: Evaluation criteria for definitional correspondence and definitional distinctiveness. J. Appl. Psych. 104(10):1243–1265.Crossref, Google Scholar
• Cortes-Mejia S, Cortes AF, Herrmann P (2021) Sharing strategic decisions: CEO humility, TMT decentralization, and ethical culture. J. Bus. Ethics 178(1):1–20.Google Scholar
• Cyert RM, March JG (1963) A Behavioral Theory of the Firm (Prentice-Hall, Englewood Cliffs, NJ).Google Scholar
• Dahlin KB, Chuang YT, Roulet TJ (2018) Opportunity, motivation, and ability to learn from failures and errors: Review, synthesis, and ways to move forward. Acad. Management Ann. 12(1):252–277.Crossref, Google Scholar
• Darren KB, Lowe KB, Bahmannia S, Cui L, Chen ZX (2021) A wolf in sheep’s clothing: Exploring the relationship between leader humility and unethical behavior. J. Management 48(7):2009–2030.Google Scholar
• Decelles KA, Howard-Grenville J, Tihanyi L (2021) From the editors—Improving the transparency of empirical research published in AMJ. Acad. Management J. 64(4):1009–1015.Crossref, Google Scholar
• Desai VM (2011) Mass media and massive failures: Determining organizational efforts to defend field legitimacy following crises. Acad. Management J. 54(2):263–278.Crossref, Google Scholar
• DesJardine MR, Shi W (2021) How temporal focus shapes the influence of executive compensation on risk taking. Acad. Management J. 64(1):265–292.Crossref, Google Scholar
• Dorminey J, Fleming AS, Kranacher M-J, Riley RA Jr (2012) The evolution of fraud theory. Issues Accounting Ed. 27(2):555–579.Crossref, Google Scholar
• Ellertson CF, Ingerson MC, Williams RN (2016) Behavioral ethics: A critique and a proposal. J. Bus. Ethics 138(1):145–159.Crossref, Google Scholar
• Exline JJ, Hill PC (2012) Humility: A consistent and robust predictor of generosity. J. Positive Psych. 7(3):208–218.Crossref, Google Scholar
• Finkelstein S, Hambrick DC, Cannella B (2009) Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards (Oxford University Press, Oxford, UK).Google Scholar
• Finno A, Brusch M (2014) Guidance Practices 2014 Survey Report (National Investor Relations Institute, Alexandria, VA).Google Scholar
• Flake JK, Pek J, Hehman E (2017) Construct validation in social and personality research. Soc. Psych. Personality Sci. 8(4):370–378.Crossref, Google Scholar
• Flammer C (2015) Does corporate social responsibility lead to superior financial performance? A regression discontinuity approach. Management Sci. 61(11):2549–2568.Link, Google Scholar
• Fredrickson JW (1984) The comprehensiveness of strategic decision processes: Extension, observations, future-directions. Acad. Management J. 27(3):445–466.Crossref, Google Scholar
• Friedman M (2020) Capitalism and Freedom (University of Chicago Press, Chicago).Google Scholar
• Gangloff KA, Connelly BL, Shook CL (2016) Of scapegoats and signals: Investor reactions to CEO succession in the aftermath of wrongdoing. J. Management 42(6):1614–1634.Crossref, Google Scholar
• Ge W, Mcvay S (2005) The disclosure of material weaknesses in internal control after the Sarbanes-Oxley Act. Accounting Horizons 19(3):137–158.Crossref, Google Scholar
• Ghoshal S (2005) Bad management theories are destroying good management practices. Acad. Management Learning Ed. 4(1):75–91.Crossref, Google Scholar
• Godfrey PC, Merrill CB, Hansen JM (2009) The relationship between corporate social responsibility and shareholder value: An empirical test of the risk management hypothesis. Strategic Management J. 30(4):425–445.Crossref, Google Scholar
• Gonsalves L (2023) When do firms crack under pressure? Legal professionals, negative role models, and organizational misconduct. Organ. Sci. 34(2):754–776.Link, Google Scholar
• Graffin SD, Boivie S, Carpenter MA (2013) Examining CEO succession and the role of heuristics in early-stage CEO evaluation. Strategic Management J. 34(4):383–403.Crossref, Google Scholar
• Gregersen H (2017) Bursting the CEO bubble. Harvard Bus. Rev. 95(2):76–83.Google Scholar
• Grenberg J (2005) Kant and the Ethics of Humility: A Story of Dependence, Corruption and Virtue (Cambridge University Press, Cambridge, UK).Crossref, Google Scholar
• Greve HR, Palmer D, Pozner JE (2010) Organizations gone wild: The causes, processes, and consequences of organizational misconduct. Acad. Management Ann. 4(1):53–107.Crossref, Google Scholar
• Gupta A, Misangyi VF (2018) Follow the leader (or not): The influence of peer CEOs’ characteristics on interorganizational imitation. Strategic Management J. 39(5):1437–1472.Crossref, Google Scholar
• Hambrick DC, Mason P (1984) Upper echelons: The organization as a reflection of its top managers. Acad. Management Rev. 9(2):193–206.Crossref, Google Scholar
• Han JH, Pollock TG, Graffin SD (2024) Now you see me: How status and categorical proximity shape misconduct scandalization. Acad. Management J. 67(1):208–231.Crossref, Google Scholar
• Hannan MT, Freeman J (1984) Structural inertia and organizational change. Amer. Sociol. Rev. 49(2):149–164.Crossref, Google Scholar
• Harris J, Bromiley P (2007) Incentives to cheat: The influence of executive compensation and firm performance on financial misrepresentation. Organ. Sci. 18(3):350–367.Link, Google Scholar
• Harrison JS, Josefy MA, Kalm M, Krause R (2023) Using supervised machine learning to scale human-coded data: A method and data set in the board leadership context. Strategic Management J. 44(7):1780–1802.Crossref, Google Scholar
• Harrison JS, Thurgood GR, Boivie S, Pfarrer MD (2019) Measuring CEO personality: Developing, validating, and testing a linguistic tool. Strategic Management J. 40(8):1316–1330.Crossref, Google Scholar
• Hawn O (2021) How media coverage of corporate social responsibility and irresponsibility influences cross-border acquisitions. Strategic Management J. 42(1):58–83.Crossref, Google Scholar
• He X, Caciagli L, Parkes L, Stiso J, Karrer TM, Kim JZ, Lu Z, Menara T, Pasqualetti F, Sperling MR (2022) Uncovering the biological basis of control energy: Structural and metabolic correlates of energy inefficiency in temporal lobe epilepsy. Sci. Advances 8(45):1–17.Crossref, Google Scholar
• Heckman JJ (1979) Sample selection bias as a specification error. Econometrica 47(1):153–161.Crossref, Google Scholar
• Hekman DR, Johnson SK, Foo MD, Yang W (2017) Does diversity-valuing behavior result in diminished performance ratings for non-white and female leaders? Acad. Management J. 60(2):771–797.Crossref, Google Scholar
• Hersel MC, Helmuth CA, Zorn ML, Shropshire C, Ridge JW (2019) The corrective actions organizations pursue following misconduct: A review and research agenda. Acad. Management Ann. 13(2):547–585.Crossref, Google Scholar
• Hilbig BE, Zettler I (2009) Pillars of cooperation: Honesty–humility, social value orientations, and economic behavior. J. Res. Personality 43(3):516–519.Crossref, Google Scholar
• Hill AD, Recendes T, Ridge JW (2019) Second-order effects of CEO characteristics: How rivals’ perceptions of CEOs as submissive and provocative precipitate competitive attacks. Strategic Management J. 40(5):809–835.Crossref, Google Scholar
• Hill AD, White MA, Wallace JC (2014) Unobtrusive measurement of psychological constructs in organizational research. Organ. Psych. Rev. 4(2):148–174.Crossref, Google Scholar
• Hinkin TR (1998) A brief tutorial on the development of measures for use in survey questionnaires. Organ. Res. Methods 1(1):104–121.Crossref, Google Scholar
• Hinkin TR, Tracey JB (1999) An analysis of variance approach to content validation. Organ. Res. Methods 2(2):175–186.Google Scholar
• Hodgkinson GP, Burkhard B, Foss NJ, Grichnik D, Sarala RM, Tang Y, Van Essen M (2023) The heuristics and biases of top managers: Past, present, and future. J. Management Stud. 60(5):1033–1063.Crossref, Google Scholar
• Hoetker G (2007) The use of logit and probit models in strategic management research: Critical issues. Strategic Management J. 28(4):331–343.Crossref, Google Scholar
• Holmes RM Jr, Hitt MA, Perrewe PL, Palmer JC, Molina-Sieiro G (2021) Building cross-disciplinary bridges in leadership: Integrating top executive personality and leadership theory and research. Leadership Quart. 32(1):101490.Crossref, Google Scholar
• Hu LT, Bentler PM (1999) Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria vs. new alternatives. Structural Equation Model. 6(1):1–55.Crossref, Google Scholar
• Hu J, Erdogan B, Jiang KF, Bauer TN, Liu SB (2018) Leader humility and team creativity: The role of team information sharing, psychological safety, and power distance. J. Appl. Psych. 103(3):313–323.Crossref, Google Scholar
• Hutzschenreuter T, Horstkotte J (2013) Performance effects of top management team demographic faultlines in the process of product diversification. Strategic Management J. 34(6):704–726.Crossref, Google Scholar
• Iacus SM, King G, Porro G (2012) Causal inference without balance checking: Coarsened exact matching. Political Anal. 20(1):1–24.Crossref, Google Scholar
• Jia Y, Tsui AS, Yu X (2021) Beyond bounded rationality: CEO reflective capacity and firm sustainability performance. Management Organ. Rev. 17(4):777–814.Crossref, Google Scholar
• Kahneman D (2011) Thinking, Fast and Slow (Farrar, Straus and Giroux, New York).Google Scholar
• Kelemen TK, Matthews SH, Matthews MJ, Henry SE (2023) Humble leadership: A review and synthesis of leader expressed humility. J. Organ. Behav. 44(2):202–224.Crossref, Google Scholar
• Khan R (2017) United Airlines customer dragging drama: Are corporate mandates killing the conscience? Forbes (April 19), https://www.forbes.com/sites/roomykhan/2017/04/19/united-airlines-customer-dragging-drama-are-corporate-mandates-killing-the-conscience/?sh=5a24cebc63c1.Google Scholar
• Kilduff GJ, Galinsky AD, Gallo E, Reade JJ (2016) Whatever it takes to win: Rivalry increases unethical behavior. Acad. Management J. 59(5):1508–1534.Crossref, Google Scholar
• Koch-Bayram IF, Wernicke G (2018) Drilled to obey? Ex-military CEOs and financial misconduct. Strategic Management J. 39:2943–2964.Crossref, Google Scholar
• Kölbel JF, Busch T, Jancso LM (2017) How media coverage of corporate social irresponsibility increases financial risk. Strategic Management J. 38:2266–2284.Crossref, Google Scholar
• Krause MS (2012) Measurement validity is fundamentally a matter of definition, not correlation. Rev. General Psych. 16(4):391–400.Crossref, Google Scholar
• Kruglanski AW (1989) Lay Epistemics and Human Knowledge: Cognitive and Motivational Bases (Springer Science & Business Media, New York).Crossref, Google Scholar
• Labouff JP, Rowatt WC, Johnson MK, Tsang JA, Willerton GM (2012) Humble persons are more helpful than less humble persons: Evidence from three studies. J. Positive Psych. 7(1):16–29.Crossref, Google Scholar
• Lashley K, Pollock TG (2020) Dancing with giants: How small women- and minority-owned firms use soft power to manage asymmetric relationships with larger partners. Organ. Sci. 31(6):1313–1335.Link, Google Scholar
• Leary MR, Diebels KJ, Davisson EK, Jongman-Sereno KP, Isherwood JC, Raimi KT, Deffler SA, Hoyle RH (2017) Cognitive and interpersonal features of intellectual humility. Personality Soc. Psych. Bull. 43:793–813.Crossref, Google Scholar
• Lee K, Ashton MC, Morrison DL, Cordery J, Dunlop PD (2008) Predicting integrity with the HEXACO personality model: Use of self- and observer reports. J. Occupational Organ. Psych. 81(1):147–167.Crossref, Google Scholar
• Levin S (2016) Uber blames humans for self-driving car traffic offenses as California orders halt. The Guardian (December 15), https://www.theguardian.com/technology/2016/dec/14/uber-self-driving-cars-run-red-lights-san-francisco.Google Scholar
• Lewicki RJ, Brinsfield C (2017) Trust repair. Annual Rev. Organ. Psych. Organ. Behav. 4(1):287–313.Crossref, Google Scholar
• Li J, Tang Y (2010) CEO hubris and firm risk taking in China: The moderating role of managerial discretion. Acad. Management J. 53:45–68.Crossref, Google Scholar
• Li J, Liang QZ, Zhang ZZ, Wang X (2018) Leader humility and constructive voice behavior in China: A dual process model. Internat. J. Manpower 39(6):840–854.Crossref, Google Scholar
• Lippa R (1978) Expressive control, expressive consistency, and the correspondence between expressive behavior and personality. J. Personality 46(3):438–461.Crossref, Google Scholar
• Liu C, Wang SL, Li D (2022) Hidden in a group? Market reactions to multi-violator corporate social irresponsibility disclosures. Strategic Management J. 43(1):160–179.Crossref, Google Scholar
• Luo X, Jia N, Ouyang E, Fang Z (2024) Introducing machine-learning-based data fusion methods for analyzing multimodal data: An application of measuring trustworthiness of microenterprises. Strategic Management J. 45(8):1597–1629.Crossref, Google Scholar
• MacKenzie SB, Podsakoff PM, Podsakoff NP (2011) Construct measurement and validation procedures in MIS and behavioral research: Integrating new and existing techniques. Management Inform. Systems Quart. 35(2):293–334.Crossref, Google Scholar
• Maldonado T (2015) The individual and combined effects of CEO humility, CEO narcissism, and CEO competence on firm performance. Unpublished doctoral dissertation, University of Houston, Houston.Google Scholar
• Martin AE (2023) The divergent effects of diversity ideologies for race and gender relations. Organ. Behav. Human Decision Processes 175:104226.Crossref, Google Scholar
• Mcdonnell MH, King B (2013) Keeping up appearances: Reputational threat and impression management after social movement boycotts. Admin. Sci. Quart. 58(3):387–419.Crossref, Google Scholar
• Mcelroy-Heltzel SE, Davis DE, Deblaere C, Worthington EL, Hook JN (2019) Embarrassment of riches in the measurement of humility: A critical review of 22 measures. J. Positive Psych. 14(3):393–404.Crossref, Google Scholar
• Messick DM, Bazerman MH (1996) Ethical leadership and the psychology of decision making. MIT Sloan Management Rev. 37(2):9–22.Google Scholar
• Miller CC, Chiu S, Wesley Ii CL, Vera D, Avery DR (2022) Cognitive diversity at the strategic apex: Assessing evidence on the value of different perspectives and ideas among senior leaders. Acad. Management Ann. 16(2):806–852.Crossref, Google Scholar
• Mishina Y, Dykes BJ, Block ES, Pollock TG (2010) Why “good” firms do bad things: The effects of high aspirations, high expectations, and prominence on the incidence of corporate illegality. Acad. Management J. 53(4):701–722.Crossref, Google Scholar
• Mohliver A (2019) How misconduct spreads: Auditors’ role in the diffusion of stock-option backdating. Admin. Sci. Quart. 64(2):310–336.Crossref, Google Scholar
• Moore C, Gino F (2015) Approach, ability, aftermath: A psychological process framework of unethical behavior at work. Acad. Management Ann. 9(1):235–289.Crossref, Google Scholar
• Ndofor HA, Sirmon DG, He XM (2015) Utilizing the firm’s resources: How TMT heterogeneity and resulting faultlines affect TMT tasks. Strategic Management J. 36(11):1656–1674.Crossref, Google Scholar
• O’Sullivan D, Zolotoy L, Fan QL (2021) CEO early-life disaster experience and corporate social performance. Strategic Management J. 42(11):2137–2161.Crossref, Google Scholar
• Ou AY, Waldman DA, Peterson SJ (2018) Do humble CEOs matter? An examination of CEO humility and firm outcomes. J. Management 44(3):1147–1173.Crossref, Google Scholar
• Ou AY, Tsui AS, Kinicki AJ, Waldman DA, Xiao Z, Song LJ (2014) Humble chief executive officers’ connections to top management team integration and middle managers’ responses. Admin. Sci. Quart. 59(1):34–72.Crossref, Google Scholar
• Owens BP, Hekman DR (2012) Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes. Acad. Management J. 55(4):787–818.Crossref, Google Scholar
• Owens BP, Johnson MD, Mitchell TR (2013) Expressed humility in organizations: Implications for performance, teams, and leadership. Organ. Sci. 24(5):15171538.Link, Google Scholar
• Owens BP, Wallace AS, Waldman DA (2015) Leader narcissism and follower outcomes: The counterbalancing effect of leader humility. J. Appl. Psych. 100(4):1203–1213.Crossref, Google Scholar
• Owens BP, Yam KC, Bednar JS, Mao JH, Hart DW (2019) The impact of leader moral humility on follower moral self-efficacy and behavior. J. Appl. Psych. 104(1):146–163.Crossref, Google Scholar
• Petrenko OV, Aime F, Recendes T, Chandler JA (2019) The case for humble expectations: CEO humility and market performance. Strategic Management J. 40(12):1938–1964.Crossref, Google Scholar
• Petrenko OV, Aime F, Ridge J, Hill A (2016) Corporate social responsibility or CEO narcissism? CSR motivations and organizational performance. Strategic Management J. 37(2):262–279.Crossref, Google Scholar
• Pfarrer MD, Decelles KA, Smith KG, Taylor MS (2008) After the fall: Reintegrating the corrupt organization. Acad. Management Rev. 33(3):730–749.Crossref, Google Scholar
• Piff PK, Stancato DM, Côté S, Mendoza-Denton R, Keltner D (2012) Higher social class predicts increased unethical behavior. Proc. Natl. Acad. Sci. USA 109(11):4086–4091.Crossref, Google Scholar
• Porter T, Schumann K (2018) Intellectual humility and openness to the opposing view. Self Identity 17(2):139–162.Crossref, Google Scholar
• Qian C, Balaji P, Crilly D, Liu Y (2023) Better safe than sorry: CEO regulatory focus and workplace safety. J. Management 50(4):1453–1487.Google Scholar
• Qin X, Liu X, Brown JA, Zheng XM, Owens BP (2021) Humility harmonized? Exploring whether and how leader and employee humility (in)congruence influences employee citizenship and deviance behaviors. J. Bus. Ethics 170(1):147–165.Crossref, Google Scholar
• Recendes T, Chandler JA, Huang ZF, Hill AD (2023) Toward a stakeholder view of upper echelons: A framework synthesis review and future research agenda. J. Management 50(6):2073–2118.Google Scholar
• Rego A, Cunha MPE, Simpson AV (2018) The perceived impact of leaders’ humility on team effectiveness: An empirical study. J. Bus. Ethics 148(1):205–218.Crossref, Google Scholar
• Rijsenbilt A, Commandeur H (2013) Narcissus enters the courtroom: CEO narcissism and fraud. J. Bus. Ethics 117(2):413–429.Crossref, Google Scholar
• Rivera LA, Tilcsik A (2023) Not in my schoolyard: Disability discrimination in educational access. Amer. Sociol. Rev. 88(2):284–321.Crossref, Google Scholar
• Roemer N, Souza GC, Tröster C, Voigt G (2023) Offset or reduce: How should firms implement carbon footprint reduction initiatives? Prod. Oper. Management 32(9):2940–2955.Crossref, Google Scholar
• Samuelson PL, Church IM (2015) When cognition turns vicious: Heuristics and biases in light of virtue epistemology. Philosophical Psych. 28(8):1095–1113.Crossref, Google Scholar
• Sauder M, Lynn F, Podolny JM (2012) Status: Insights from organizational sociology. Annual Rev. Sociol. 38:267–283.Crossref, Google Scholar
• Schnatterly K, Gangloff KA, Tuschke A (2018) CEO wrongdoing: A review of pressure, opportunity, and rationalization. J. Management 44(6):2405–2432.Crossref, Google Scholar
• Seckler C, Fischer S, Rosing K (2021) Who adopts an error management orientation? Discovering the role of humility. Acad. Management Discoveries 7(2):461–481.Crossref, Google Scholar
• Sezer O, Gino F, Norton MI (2018) Humblebragging: A distinct-and ineffective-self-presentation strategy. J. Personality Soc. Psych. 114(1):52–74.Crossref, Google Scholar
• Shaffer JA, Degeest D, Li A (2016) Tackling the problem of construct proliferation: A guide to assessing the discriminant validity of conceptually related constructs. Organ. Res. Methods 19(1):80–110.Crossref, Google Scholar
• Shea CT, Hawn OV (2019) Microfoundations of corporate social responsibility and irresponsibility. Acad. Management J. 62(5):1609–1642.Crossref, Google Scholar
• Shi W, Connelly BL, Sanders WG (2016) Buying bad behavior: Tournament incentives and securities class action lawsuits. Strategic Management J. 37(7):1354–1378.Crossref, Google Scholar
• Smith IH, Kouchaki M (2018) Moral humility: In life and at work. Res. Organ. Behav. 38:77–94.Crossref, Google Scholar
• Stevens GW, Deuling JK, Armenakis AA (2012) Successful psychopaths: Are they unethical decision-makers and why? J. Bus. Ethics 105(2):139–149.Crossref, Google Scholar
• Stouten J, Rousseau DM, De Cremer D (2018) Successful organizational change: Integrating the management practice and scholarly literatures. Acad. Management Ann. 12(2):752–788.Crossref, Google Scholar
• Strike VM, Gao JJ, Bansal P (2006) Being good while being bad: Social responsibility and the international diversification of US firms. J. Internat. Bus. Stud. 37(6):850–862.Crossref, Google Scholar
• Suchman MC (1995) Managing legitimacy: Strategic and institutional approaches. Acad. Management Rev. 20(3):571–610.Crossref, Google Scholar
• Tang Y, Mack DZ, Chen G (2018) The differential effects of CEO narcissism and hubris on corporate social responsibility. Strategic Management J. 39(5):1370–1387.Crossref, Google Scholar
• Tang Y, Qian CL, Chen GL, Shen R (2015) How CEO hubris affects corporate social (ir)responsibility. Strategic Management J. 36(9):1338–1357.Crossref, Google Scholar
• Tangdall S (2018) The CEO of Starbucks and the practice of ethical leadership. Markkula Center for Applied Ethics at Santa Clara University (August 29), https://www.scu.edu/leadership-ethics/resources/the-ceo-of-starbucks-and-the-practice-of-ethical-leadership/.Google Scholar
• Tangney JP (2000) Humility: Theoretical perspectives, empirical findings and directions for future research. J. Soc. Clinical Psych. 19(1):70–82.Crossref, Google Scholar
• Tasselli S, Kilduff M, Landis B (2018) Personality change: Implications for organizational behavior. Acad. Management Ann. 12(2):467–493.Crossref, Google Scholar
• Tong EMW, Tan KWT, Chor Aa B, Koh EPS, Lee JSY, Tan RWY (2016) Humility facilitates higher self-control. J. Experiment. Soc. Psych. 62:30–39.Crossref, Google Scholar
• Van De Ven WP, Van Praag BM (1981) The demand for deductibles in private health insurance: A probit model with sample selection. J. Econometrics 17(2):229–252.Crossref, Google Scholar
• Van Tongeren DR, Ng V, Hickman L, Tay L (2023) Behavioral measures of humility: Part 1. Theoretical and methodological review. J. Positive Psych. 18(5):711–721.Crossref, Google Scholar
• Walter L, Smith S (2011) Caterpillar Inc. is named an America’s safest company winner. EHS Today (October 31), https://www.ehstoday.com/archive/article/21909842/caterpillar-inc-is-named-an-americas-safest-company-winner.Google Scholar
• Wang G, Devine RA, Molina-Sieiro G, Holmes RM Jr (2023) Strategic leaders and corporate social responsibility: A meta-analytic review. J. Management, ePub ahead of print April 18, https://doi.org/10.1177/01492063231164991.Google Scholar
• Westphal JD, Zajac EJ (1998) The symbolic management of stockholders: Corporate governance reforms and shareholder reactions. Admin. Sci. Quart. 43(1):127–153.Crossref, Google Scholar
• Westphal JD, Zajac EJ (2013) A behavioral theory of corporate governance: Explicating the mechanisms of socially situated and socially constituted agency. Acad. Management Ann. 7(1):607–661.Crossref, Google Scholar
• White H (1980) A heteroskedasticity-consistent covariance matrix estimator and a direct test for heteroskedasticity. Econometrica 48(4):817–838.Crossref, Google Scholar
• Wiersema MF, Bowen HP (2009) The use of limited dependent variable techniques in strategy research: Issues and methods. Strategic Management J. 30(6):679–692.Crossref, Google Scholar
• Wiersema M, Koo H (2022) Corporate governance in today’s world: Looking back and an agenda for the future. Strategic Organ. 20(4):786–796.Crossref, Google Scholar
• Williams K, O’Reilly CA III (1998) Demography and diversity in organizations: A review of 40 years of research. Res. Organ. Behav. 20:77–140.Google Scholar
• Wo DXH, Ambrose ML, Schminke M (2015) What drives trickle-down effects? A test of multiple mediation processes. Acad. Management J. 58(6):1848–1868.Crossref, Google Scholar
• Wood DJ (2010) Measuring corporate social performance: A review. Internat. J. Manag. Rev. 12(1):50–84.Crossref, Google Scholar
• Wooldridge JM (2012) Introductory Econometrics: A Modern Approach, 5th ed. (Cengage Learning, Mason, OH).Google Scholar
• Wright JC, Nadelhoffer T, Perini T, Langville A, Echols M, Venezia K (2017) The psychological significance of humility. J. Positive Psych. 12(1):3–12.Crossref, Google Scholar
• Yiu DW, Xu YH, Wan WP (2014) The deterrence effects of vicarious punishments on corporate financial fraud. Organ. Sci. 25(5):1549–1571.Link, Google Scholar
• Yuan Y, Tian GL, Lu LY, Yu YX (2019) CEO ability and corporate social responsibility. J. Bus. Ethics 157(2):391–411.Crossref, Google Scholar
• Yue Z, Hu W (2021) The potential dark side of humble leader behavior: A decision-making perspective. Proc. 81st Annual Meeting Acad. Management, vol. 1 (Academy of Management, Briarcliff Manor, NY), 12314.Google Scholar
• Zavyalova A, Pfarrer MD, Reger RK, Shapiro DL (2012) Managing the message: The effects of firm actions and industry spillovers on media coverage following wrongdoing. Acad. Management J. 55(5):1079–1101.Crossref, Google Scholar
• Zhang HY, Ou AY, Tsui AS, Wang H (2017) CEO humility, narcissism and firm innovation: A paradox perspective on CEO traits. Leadership Quart. 28(5):585–604.Crossref, Google Scholar
• Zhang XM, Bartol KM, Smith KG, Pfarrer MD, Khanin DM (2008) CEOs on the edge: Earnings manipulation and stock-based incentive misalignment. Acad. Management J. 51(2):241–258.Crossref, Google Scholar
• Zhu DH, Chen G (2015) Narcissism, director selection, and risk-taking spending. Strategic Management J. 36(13):2075–2098.Crossref, Google Scholar
• Zorn ML, Shropshire C, Martin JA, Combs JG, Ketchen DJ (2017) Home alone: The effects of lone-insider boards on CEO pay, financial misconduct, and firm performance. Strategic Management J. 38(13):2623–2646.Crossref, Google Scholar