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Identifying the contingent factors allows us to further test the core logic behind our main hypotheses, which are developed based on hubristic CEOs’ perception of a lower dependence on stakeholders for resources and support. Because hubristic CEOs fail to realize the importance of stakeholders in firms’ success, they are not motivated to demonstrate social responsibility and may even engage in socially irresponsible activities. While it is difficult to directly model and measure a CEO’s perceived resource dependence on stakeholders, it is possible to identity internal and external factors that affect the extent to which a firm relies on stakeholders for resources and support (cf. Wang and Qian, 2011). Specifically, when a firm has no choice but to resort to its stakeholders for help, even a hubristic CEO will have to perform more ‘good deeds’ to appeal to stakeholders and to refrain from ‘bad’ ones. Hence we argue that factors influencing a firm’s resource dependence on stakeholders set the boundary conditions for the CEO hubris-CSR relationships. The extent of a firm’s resource dependence on stakeholders can also be determined by |
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