000			01624nam a2200229 4500
999			_c52844 _d52844
003			OSt
005			20191119175141.0
008			191119b ||||| |||| 00| 0 eng d
100			_aZeitoun, Hossam _934969
245			_aThe dark and bright sides of hubris: Conceptual implications for leadership and governance research
300			_a647-672 p.
520			_aHubris among corporate leaders has recently gained much academic attention, with strategy and corporate governance research focusing mainly on negative aspects, such as overreach by strategic leaders during acquisitions. However, adjacent disciplines including entrepreneurship and innovation identify positive consequences too. How comparable are these findings? Appraising the conceptual and methodological approaches, we find that while the hubris concept has many strengths, several challenges remain. We suggest conceptual and empirical research directions aimed at increasing construct clarity, validating the hubris construct and extending the scope of hubris research. We also propose that research with boards and top management teams can help clarify how they make decisions to cope with the ‘dark side’ of hubris without suppressing ‘bright side’ outcomes
653			_aHubris
653			_aoverconfidence
653			_aboard monitoring
653			_aconstruct clarity
653			_amergers and acquisitions
700			_aNordberg, Donald _934970
700			_aHomberg, Fabian _934971
773	0		_029449 _977319 _aCOLLINSON, DAVID _dNEW DELHI SAGE PUBLICATION PVT. LTD. _o55511130 _tLEADERSHIP _z1742-7150
942			_2ddc _cJA-ARTICLE