Title
Prof. Dr.
Last Name
Haefner
First name
Naomi
Email
naomi.haefner@unisg.ch
ORCID
Phone
+41 71 224 72 32
1 - 10 of 11
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PublicationType:Journal:Volume:Issue:
Scopus© Citations 14 -
PublicationCoordination Mechanisms for International Innovation in SMEs: Effects on Time-To-Market and R&D Task Complexity as a Moderator(Springer Science & Business Media, 2016)
Scopus© Citations 34 -
PublicationHigh- vs. Low-Performance Configurations of Stakeholder Management and Innovation StrategiesWhy do some firms benefit more from managing for stakeholders than others? Under which conditions can stakeholder management actually diminish firm performance? In order to improve our knowledge about these important questions, we consider a firm’s stakeholder management in conjunction with its innovation strategies, which also allows us to resolve the recent puzzle whether stakeholder management and innovation are complements or substitutes. Distinguishing between external and internal stakeholders and exploratory and exploitative innovation, we argue that firms will achieve high performance when they align their stakeholder management and innovation strategies and poor performance when they misalign these strategies. Combined primary survey and time-lagged secondary data from 222 European firms, analyzed by means of fuzzy set qualitative comparative analysis, strongly support our theoretical argument. Our findings also indicate that stakeholder management and innovation are complements in some configurations and substitutes in others. We discuss the implications of our findings for the academic literature and management practice.
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PublicationClarifying CSE on Job Performance: The Roles of Innovative Work Behavior & Transformational LeadersWhile core self-evaluation (CSE) as a significant aspect of individual personality is said to positively affect job performance, our understanding of this relationship is still limited. So as to advance our knowledge of this issue, we need to consider (1) intervening constructs through which and (2) the situational context in which CSE affects job performance. Specifically, this study examines innovative work behavior and transformational leadership as key mediating and moderating constructs, respectively, of the CSE-supervisor rated job performance link. Building on the personality-trait based interactionist model of job performance, we argue that innovative work behavior (IWB) mediates the CSE-job performance link and consider transformational leadership (TFL) as an important situational context factor. We propose that TFL is a situation strengthener that can increase the IWB of employees low on CSE, but does not significantly impact high-CSE employees. Further, transformational leaders’ high performance expectations can lead them to systematically evaluate the job performance of their subordinates and especially the contribution of IWB to job performance less favorably than leaders that do not adopt a TFL approach. Testing our hypotheses with time-lagged, multi-informant data from 245 employee-supervisor dyads supports our expectations that IWB mediates the CSE-job performance link and that TFL dampens the positive effect of IWB on job performance. In contrast to our expectation, TFL does not significantly moderate the effect of CSE on IWB in our sample. We discuss the implications of these findings for the academic literature and management practice.
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PublicationDoes Organizational Justice Invariably Increase Satisfaction? The Moderating Role of Conflict(IABS International Association for Business and Society, 2017-06-29)
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PublicationWith a Little Help From My Friends: Stakeholder Management, External Knowledge Sourcing, and InnovationKnowledge disclosure theory explains why firms benefit from stakeholder management (SM), arguing that managing for stakeholders provides firms with superior access to stakeholders’ knowledge, which in turn can allow for superior innovation performance. In light of mounting empirical evidence for substantial inter-firm heterogeneity in the performance implications of managing for stakeholders, we expand knowledge disclosure theory to explain why some firms benefit more from SM than others. To this end, we extend this theory with arguments from the external knowledge sourcing literature. Our extension suggests that firms will benefit more from SM when external knowledge sourcing is a central element of their innovation strategy and when they manage for both external and internal stakeholders. Unique data from approximately 240 European firms broadly supports this extension.
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PublicationThere's an "I" in Structures: Individuals' Attention, Motivation, and Ability and Decision-Making Structure Openness(SMS Strategic Management Society, 2015-05-29)
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PublicationAbsorptive Capacity : Absorbing External Knowledge and Internal Resources(SMS Strategic Management Society, 2015-10-03)
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PublicationOrganizational Design and Subsidiary-to-Parent Knowledge Transfer in MNCs: The Mediating Role of Parent Firm Attention(SMS Strategic Management Society, 2013-09-30)
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PublicationA Portfolio View of New Product Development Performance: The Differentiated Influence of Collaborative Innovation(SMS Strategic Management Society, 2012-10-06)