Managerial Biases: Advancing the Research Agenda for CEO Overconfidence and Firm Outcome
Type
conference contribution
Date Issued
2017-08-08
Author(s)
Abstract (De)
CEO overconfidence is the most powerful and prevalent cognitive bias in managerial decision-making (e.g., Russo & Schoemaker, 1992). The term CEO overconfidence refers to the inaccurate and overly positive perception that CEOs have of their ability or knowledge (Anderson, Brion, Moore, & Kennedy, 2012; Moore & Healy, 2008). A strong consensus in the field of strategic management (e.g., Cain, Moore, & Haran, 2015; Chen, Crossland, & Luo, 2015; Lee, Hwang, & Chen, 2016), finance (e.g., Gervais, Heaton, & Odean, 2011; Huang & Kisgen, 2013; Malmendier & Tate, 2005, 2008) and entrepreneurship (e.g., Artinger & Powell, 2016; Busenitz & Barney, 1997; Navis & Ozbek, 2016) says that CEO overconfidence has a significant impact on firm outcomes. An unanswered question, however, is whether CEO overconfidence is good or bad for firm outcomes. The main purpose of this Panel Symposium is to discuss with the most knowledgeable researchers in the field the link between CEO overconfidence and firm outcomes, and the factors that influence this relationship.
Language
English
HSG Classification
contribution to scientific community
HSG Profile Area
SoM - Business Innovation
Event Title
Academy of Management Annual Meeting (AOM)
Event Location
Atlanta, Georgia, USA
Event Date
04.08.2017-08.08.2017
Subject(s)
Eprints ID
252373