Workplace Arrogance and Organizational Performance

Workplace Arrogance and Organizational Performance

DOI: 10.4018/978-1-5225-5525-4.ch001

Abstract

The aim of this chapter is to introduce the concept of “arrogance” in the psychological, sociological, and managerial field. The authors explore the origins and advance some definitions of arrogance. The relationship between this latter concept and its correlates (e.g., narcissism, hubris, self-confidence) are introduced and explained. The history of the organizational performance, its components, and the relationship between its three dimensions—culture, structure, and individuals and their behaviors—are empirically studied in the Tunisian agro-food industry. Moreover, this chapter is considered as a conceptual one necessary to the understanding of “workplace arrogance” and its implications on competitive advantage and organizational performance.
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Introduction

The research on workplace arrogance are very scarce, especially the link between it and organizational performance. To cope with this research scarcity and in order to explore and explain the relationship between workplace arrogance and organizational performance, the authors have made a focus on a various concepts: arrogance and its correlates, its relationship with firms’ competitive advantage, strategic dynamism, strategic choices and company performance; arrogance selling, arrogance in advertising or brand arrogance and their implications on purchase intentions.

This chapter is composed by three parts. The first part is an overview on one of the main concepts of this book: arrogance and its correlates and workplace arrogance. The second part describes the concept of organizational performance. The third part aims to investigate theoretically the relationship between these two concepts. This last part is considered as a base of an empirical study undertaken in the Tunisian hotel industry to test this relationship empirically.

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