Title
Prof. Dr.
Last Name
Haefner
First name
Naomi
Email
naomi.haefner@unisg.ch
ORCID
Phone
+41 71 224 72 32
1 - 10 of 14
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PublicationConquering the AI kingdom: Strategic positioning within a new competitive landscapeWith the rapid diffusion and widespread adoption of artificial intelligence (AI), businesses worldwide face unprecedented opportunities to reshape their strategies and gain competitive advantage. Amidst this technological shift, understanding why firms differ becomes paramount. This paper explores how firms strategically position themselves in the competitive landscape of AI. Drawing from the competitive dynamics (CD) and the resource-based view (RBV) literature, this paper leverages archival data from the LexisNexis database. It employs machine learning (ML) methods to investigate the underlying strategic actions of the leading AI-centric firms over a longitudinal period (2016-2023). Our findings reveal distinct phases and patterns of actions for positioning in the era of AI. Ultimately, this paper contributes to our understanding of future-oriented strategic positioning.
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PublicationPioneering in a New Technological Regime: A Resource Orchestration Perspective on Deriving Value from AI( 2023)
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PublicationRethinking the Role of Universities in the Future of Work and Learning( 2022-09-05)
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PublicationTop management team configurations and IPO performance in new venturesPrior research on the relationship between top management team (TMT) composition and firm performance has not been able to fully capture the combined influence of simultaneously present TMT characteristics in different contexts. We analyze the joint necessity and sufficiency of TMT heterogeneity and knowledge stock in 2,295 new ventures that went public on North American stock exchanges between 1990 and 2010. Our findings reveal equifinal configurations for high and low performance in Initial Public Offerings (IPOs), complements and substitutes, and the role of internal and external contingencies. Our study contributes to research on upper echelons, new venture teams, and IPOs.
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PublicationIntellectual property protection in the age of self-learning systems: Appropriability issues in artificial intelligenceThis study examines how firms in the autonomous driving industry that pursue artificial intelligence-based innovations attempt to appropriate returns from these innovations. It intends to contribute to the literature on value appropriation from innovation by investigating the extent to which firms can and do keep the key components of AI systems (data set, training approach, and model) private versus publishing them. Using a qualitative research design, we establish that there are regulatory, technical, and enforcement aspects to the components that prompt firms to either protect or publish.
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PublicationArtificial intelligence and innovation management: A review and research agenda of a realistic appraisal(Academy of Innovation, Entrepreneurship, and Knowledge, 2020-06-24)
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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.