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| Author: | Simsek, Z. Heavey, C. Veiga, J.F. |
| Title: | The impact of CEO core self-evaluation on the firm's entrepreneurial orientation |
| Journal: | Strategic Management Journal
2010 : VOL. 31:1, p. 110-119 |
| Index terms: | chief executive officers management entrepreneurship evaluation companies Irish republic models |
| Language: | eng |
| Abstract: | Based on recent advances in personality research, especially the identification and validation of the core self-evaluation (henceforth as: s-eval.) construct capturing the core facets of an executive's sense of self-potency, this study develops and tests a model of the impact of chief executive officer (CEO) core s-eval. on entrepreneurial (here as: e-p-al.) orientation (as: ortn). The contingent role of environmental dynamism is specified. Using data from a sample of CEOs with their top management teams (TMT) from nearly 130 companies, incl. a time-lagged assessment of the firm's e-p-al. ortn., there is found evidence suggesting that CEOs whose personalities reflect higher core s-evals. have a stronger positive influence on their firms' e-p-al. ortn. Moreover, it is found that this influence is especially strong in firms facing dynamic environments, but insignificant in stable environments. |
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