Workplace Arrogance and Job Performance

This chapter is an attempt to clarify the relationship between workplace arrogance and job performance. Thus, the authors focus and define a set of four fundamental concepts—task performance, contextual performance, social support, and self-efficacy—in order to examine and explore this relationship. Hence, the main result of this theoretical study is that workplace arrogance is negatively related to job performance. Although this finding could be considered as a theoretical contribution, more studies are requested to investigate the specific relationship between workplace arrogance and job satisfaction with its two dimensions: task and contextual factors.

Workplace Arrogance and Job Satisfaction

This chapter could be considered as an attempt to clarify the relationship between workplace arrogance and job satisfaction. Thus, the authors examine and study this relationship by focusing on the role of self-esteem between these two concepts. Hence, the main result of this theoretical study is that workplace arrogance is negatively related to job satisfaction. Although this finding could be considered as a theoretical contribution, more studies are requested to investigate the specific relationship between workplace arrogance, self-esteem, and job satisfaction with its two dimensions: extrinsic and intrinsic factors. Does self-esteem play a mediated or moderated role in this relationship?

How Do Competences Valorize Strategic Scope Dimensions?

This chapter deals with the concept of competence as a main dimension of organizational effectiveness with its mysterious relation with the concept of arrogance. In fact, competences are considered a main driver of any company, but its definition remains vague. In order to explore the relationship between competence and arrogance, the authors attempted to answer the following question: How do competences valorize strategic scope dimensions? In fact, they tried to view empirically show that competences can impact the strategic scope of any business through research and development and market and resources.

Case Study

In order to explore the relationship between competence and arrogance, the authors developed a case study based on real facts that a young ergonomist entrepreneur was confronted with. The entrepreneur need only “over trust” and a strong personality, an arrogance that permits him to live more experience and then acquire expertise. This chapter is in continuity with the previous. It offers to the reader a different perspective in order to investigate this ambiguous relationship between arrogance and competence in the field of entrepreneurship.

Workplace Arrogance and Its Impact on the Organizational Performance in the Hospitality Industry

The aim of this chapter is to test empirically the fundamental hypothesis highlighting the relationship between “workplace arrogance” and “organizational performance.” The results of this study undertaken in the Tunisian hotel industry validate 2 hypotheses out of 30 and reach crucial findings: (1) workplace arrogance is a multidimensional variable (6 dimensions) and its dimensions are unidimensional; (2) workplace arrogance has a significant and negative impact on organizational performance measured by two dimensions: the customer satisfaction and the quality of service; and (3) workplace arrogance has a significant and positive impact on organizational performance measured by two dimensions: quality of service and financial performance. These findings could be considered as a theoretical contribution never been discovered before.

Workplace Arrogance and Organizational Performance

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.