Out-of-sync in managerial attention: Temporal and repertory mismatches between the headquarters and subsidiary

Armi Temmes, Liisa Välikangas*

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

We advance the attention-based view by presenting empirical evidence that the attention of headquarters and subsidiary managers in a multi-business organization is, at times, out of sync. Based on empirical material that allows us to differentiate between what is attended to and what is ignored by management, we analyze the focus of managerial attention, environmental and subsidiary stimuli, and actions taken in the decision-making process over 15 years, during a period of strategic transformation. We suggest that attentional mismatches occur not only between strategic issues but also between what are considered relevant responses or actions to be taken at any particular time. We analyze the origins of the attentional mismatches and explore ways to avoid such nonalignment in strategic decision making.
Original languageEnglish
Peer-reviewed scientific journalInternational Journal of Innovation Studies
Volume3
Issue number2
Pages (from-to)40-53
Number of pages14
ISSN2096-2487
DOIs
Publication statusPublished - 23.07.2019
MoE publication typeA1 Journal article - refereed

Keywords

  • 512 Business and Management
  • attention
  • attention-based view
  • decision making
  • headquarters
  • strategy
  • subsidiary

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