The influence of CEO humility on strategic alliance formation at different stages of new ventures

Purpose This study examines the relationship between chief executive officer (CEO) humility and strategic alliances in new ventures, as well as the dynamic effects of CEO humility across the life-cycle stages of firms. Design/methodology/approach Based on a sample of 222 new high-tech firms in China, we applied logistic and multinomial regression models to analyze the impact of CEO humility on strategic alliance formation and partner types. Findings The results suggest that CEO humility increases the likelihood of strategic alliance formation by new ventures. CEO humility is also associated with a higher probability of forming alliances with diverse partners (private and public entities) than with either private or public partners. Moreover, the effect of CEO humility is stronger in the startup stage than in the growth stage of new ventures. Research limitations/implications This study considers the effect of CEO humility from the perspective of a new firm, overlooking the perspectives of potential partners. The research data come from a single country, which may limit the generalizability of the findings to other countries. Originality/value This study extends the literature on new ventures' strategic alliance formation by identifying CEO humility as an important antecedent. It also responds to a call for research exploring the implications of CEO humility from an interorganizational perspective. Novel insights are offered into the dynamic effects of CEO humility on alliance formation.