Naomi Haefner
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Prof. Dr.
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Haefner
First name
Naomi
Email
naomi.haefner@unisg.ch
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+41 71 224 72 32

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  • Publication
    There's an "I" in Structures: Individuals' Attention, Motivation, and Ability and Decision-Making Structure Openness
    (SMS Strategic Management Society, 2015-05-29)
    Haefner, Naomi orcid-logo
    ;
    Palmié, Maximilian
    ;
    Lingens, Bernhard
    We examine decision-making structures in terms of their openness to information outside the immediate decision-making arena. Thus, we address a core topic of interest to multidivisional firms, which face strategic scope and boundary decisions. Their complex hierarchies and subunit specialization tend to discourage comprehensive decisions; a problem that can be overcome by open decision-making structures. Building on the behavioral theory of the firm, we examine the main and interaction effects of individuals' attention, motivation, and ability on structure openness. Testing our framework with survey data from about 200 individuals involved in strategic decisions provides strong support for our claims. Specifically, attention, motivation, and ability positively influence structure openness, as does the interaction between attention and motivation. The interaction between ability and attention negatively affects openness.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/106394
  • Publication
    Organizational Design and Subsidiary-to-Parent Knowledge Transfer in MNCs: The Mediating Role of Parent Firm Attention
    (SMS Strategic Management Society, 2013-09-30)
    Palmié, Maximilian
    ;
    Haefner, Naomi orcid-logo
    ;
    Keupp, Marcus Matthias
    ;
    Gassmann, Oliver
    We offer a theory and empirical test of the relationship between formal organizational architecture and ‘reverse' (i.e. subsidiary-to-parent) knowledge transfers in multinational firms. Building on the attention-based view, seven propositions argue (a) that organizational architecture elements affect the extent to which a focal subsidiary receives attention from the MNC's parent firm, (b) that this extent of parent firm attention affects the extent of reverse knowledge transfers, and (c) that parent firm attention mediates the relationship between organizational architecture elements and reverse knowledge transfers. Testing hypotheses on three aspects of formal organizational design (autonomy, assignment of international responsibilities, and competence-creating objectives in the subsidiary's mission) with a unique sample of about 300 subsidiaries, we find broad support for the theory and highlight implications for academia and practice.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/88664