The hubris hypothesis comes to complement the extant debate on how people make judgments and decisions in organizations. Drawing on the origin of hubris that is rooted in Greek mythology, the psychological approach, and finance studies, this paper portrays an informed picture of the current status of managerial hubris literature that develops a more advanced understanding of what is known about hubris. In more detail, we present a conceptual map that provides a comprehensive appreciation of hubris antecedents-symptoms-strategic choices-feedback performance main cause effect relationships. The conceptual map proposed draws on the idea that managerial hubris is one of the determinants of CEO judgments, strategic choices, and organizational performance. We also show that managerial hubris has a good side and a bad side and detect the implications for strategy formulation and implementation. By doing so, the study not only provides a multidisciplinary introduction to hubris that is tailored to scholars, but also distils a suite of suggestions for managing hubris symptoms and traps that may turn valuable to practitioners.