The relationship between CEO narcissism and hybrid organising

被引：0
|
作者：
Song, Jiazhen [1 ]
Peng, Xiaobao [2 ]
Ali, Sumran [1 ,2 ]
Horsey, Emmanuel Mensah [1 ,2 ]
Huang, Jiashun [2 ]
机构：
[1] Univ Sci & Technol China, Sch Management, Hefei 230026, Peoples R China
[2] Univ Sci & Technol China, Sch Publ Affairs, Hefei 230026, Peoples R China
来源：
ASIAN BUSINESS & MANAGEMENT | 2024年 / 23卷 / 05期
关键词：
Hybrid organisation; Hybrid organising; CEO narcissism; TMT behavioural integration; TMT heterogeneity; Social enterprise; MANAGEMENT TEAM HETEROGENEITY; CHIEF EXECUTIVE OFFICERS; UPPER ECHELONS; RISK-TAKING; SELF; PERSONALITY; COMMUNICATION; ANTECEDENTS; PERFORMANCE; LEADERSHIP;
D O I：
10.1057/s41291-024-00272-7
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
This study explores the relationship between chief executive officer (CEO) narcissism and hybrid organising. We hypothesise that typical CEO narcissism promotes hybrid organising, but over-narcissism inhibits it. We develop a moderated mediation model to identify the relationship between CEO narcissism, two top management team (TMT) traits (behavioural integration and heterogeneity), and hybrid organising. This study selects social enterprises as typical hybrid organisations to test the hypotheses. A questionnaire survey of 258 top managers from 81 social enterprises across China supports the view that the effect of CEO narcissism on hybrid organising shows an inverted U-shaped relationship. TMT behavioural integration mediates this effect. TMT heterogeneity enhances the effect, moving the inflexion point of the inverted U-shaped curve up and to the left. Our study pioneers a new avenue for exploring the impact of CEO personality traits on hybrid organising in social enterprises.
引用
收藏
页码：767 / 791
页数：25
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