Organizational hubris: Its antecedents and consequences for stakeholder relationships
提出“组织傲慢”这一集体态度概念，探讨其通过外部归因或高层魅力信息形成，并影响外部利益相关者感知、内部对待外部利益相关者的方式以及内部利益相关者关系。
Abstract Research Summary Although research has explored how executive hubris shapes organizational actions, we theorize that hubris can also develop outside the executive suite. We introduce the construct organizational hubris , which we define as a durable, collective attitude marked by exaggerated pride and confidence in the organization. Organizational hubris differs from executive hubris in terms of level (individual versus collective) and target (self‐focused vs. organization‐focused). We argue that organizational hubris can develop among high‐identification organizations via an external route (positive external attributions) or an internal route (charismatic messaging from top leaders), or both. Once developed, organizational hubris affects important outcomes by shaping (1) how external stakeholders perceive the organization, (2) how insiders treat external stakeholders, and (3) the relationship among internal stakeholders—particularly between employees and top managers. Managerial Summary Among the many stories of corporate excess, some organizations exhibit a sense of superiority—the view that success is inevitable and failure impossible—that can shape their very nature. In this article, we depart from the idea that hubris is confined to the C‐suite and introduce the construct organizational hubris , which we define as a durable, collective attitude marked by exaggerated pride and confidence in the organization. Organizational hubris can develop from positive external attributions and/or charismatic messaging from top leaders. Once developed, organizational hubris affects important strategic outcomes by shaping (1) how external stakeholders perceive the organization, (2) how insiders treat external stakeholders, and (3) the relationship among internal stakeholders—particularly between employees and top managers.