- International Business
- Subsidiary management
- Performance Feedback Theory
- Rare events and other outliers
- Emerging and frontier markets
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Vanessa Hasse is an Assistant Professor of International Business at the Ivey Business School. Her primary research interests focus on exploring firm-level responses to performance signals (including those triggered by crises/rare events) in an international context, as well as the impact cultural and temporal dimensions have on managerial decision-making.
Her research has been published in outlets such as the Academy of Management Journal, Global Strategy Journal, and more. She has received international recognition for her work, including the 2023 IM Division Best Paper Award in OB/HRM/OT (AOM) and the 2017 IM Division D'Amore-McKim School of Business, Northeastern University, Best Dissertation Award in International Management (AOM).
Dr. Hasse has authored several case studies and has been recognized as a management educator for her innovations in designing transformative learning experiences. She is the recipient of multiple Teaching Excellence Awards (2021/2022/2023) and was named a Finalist for the 2021 Academy of International Business Teaching Innovation Award. Dr. Hasse is a board member at the Academy of International Business-Canada chapter.
Recent Refereed Articles
Beamish, P. W.; Hasse, V. C., 2022, "The importance of rare events and other outliers in global strategy research", Global Strategy Journal, March 12(4): 697 - 713. Abstract: Research summary: Rare events and other non-error outliers (such as the COVID-19 pandemic) are important phenomena in global strategy contexts. Despite their salience, however, they have hardly been studied systematically in our field (or organizational research at large). We suggest that this is due to a dominance of the Gaussian paradigm, which (often unrealistically) assumes linearity and independence of observations. Moreover, case-based qualitative studies which offer contextualization have been underrepresented. We thus call on researchers to abolish the practice of habitually discarding outliers, reflect on non-normal distributions, and pursue more qualitative studies. Journal editors and reviewers should widen their assumptions regarding “acceptable” papers and reflect on the requirement of contributing to big “T” theories. Finally, PhD training should juxtapose fundamental paradigms and associated implications for epistemological choices. Managerial summary: Extreme occurrences, such as organizational crises, recessions, or pandemics, are challenges most practitioners deal with and worry about. Understanding their determinants, characteristics, and dynamics allows for heightened vigilance, preparedness, and ultimately performance. Yet, much of global strategy research (and organizational research at large) has focused on “average” phenomena, based on methodologies that assume bell-shaped distributions and independent observations. In this note, we argue that this is not a realistic way to think about most social phenomena. In fact, most are characterized by their high degree of interdependence among elements, as well as a relative commonness of “rare” events and outliers. As a result of embracing the reality of non-normality, scholars will be able to offer more relevant guidance to practitioners.
Link(s) to publication:
Hasse, V. C., 2017, "Responses to Subpar Performance in Foreign Subsidiaries", AIB Insights, August 17(3): 10 - 13. Abstract: Many multinational enterprises (MNEs) experience subpar performance in some of their foreign subsidiaries. Despite the clear importance to practitioners, there are surprisingly few comprehensive studies on the appropriate responses to be taken when such a situation occurs. Studies addressing the subpar performance phenomenon have been fragmented across research domains, causing there to be a lack of theory-driven studies within an international context to provide insights. Thus, the research questions guiding this thesis are: When a foreign subsidiary experiences (repeated) subpar performance, what determines which specific type of response is chosen (if any at all)? Which type of response (if any) is most conducive to increasing recovery and survival prospects? What factors determine the timing of a response and what role does the timing of responses play in the effectiveness of the chosen response in increasing recovery and survival prospects? Drawing from a resource orchestration framework and related constructs, hypotheses are developed to differentiate between processes of “Identifying”, “Responding”, and “Synchronizing” when subpar performance occurs in foreign subsidiaries. Sequence analysis, multinomial logit regression, gap time competing-risk event history analysis, OLS regression, and estimations of curvilinear effects in logit regressions are performed to test a series of hypotheses on a sample of 17,982 observations, representing 5,669 subsidiaries in 94 countries. Our findings suggest that the subpar performance phenomenon is quite prevalent, with hundreds of subsidiaries in the sample experiencing as much as 10 or more years of consecutive subpar performance. Surprisingly, the most frequent sequences are those in which subsidiaries appear to not respond to subpar performance, at least according to the responses measured herein. Regarding “Identifying”, we find that determinants at the country-level, MNE-level, and the subsidiary-level help predict whether a response is administered and if so, which one. Generally, if responses occur (“Responding”), they result in superior results over non-responses - if the focus is on the long-term survival prospects of the subsidiary. In the short-term, responses may be followed by adjustment periods which may prolong the subpar performance period. Moreover, increases in headquarter commitment appear to have a more beneficial effect than decreases in commitment. Regarding the “Synchronizing” dimension, we find that the existence of communication channels appear to improve the timeliness of a response. Moreover, the relationship between the time-to-first-response and the probability of recovery (versus exit) is curvilinear (inverted U-shape), such that recovery is most likely when the response occurs at a medium amount of time (3 to 6 years) after the onset of the subpar performance sequence. This curvilinear relationship is amplified for deceases in commitment, suggesting that the effectiveness of such responses is more sensitive to timing than increases in commitment. Regarding the replacement of general managers, we find that only early replacements enhance the likelihood of recovery. The study is expected to advance understanding of the subpar performance phenomenon as well as appropriate responses by conceptually integrating the perspectives scattered across multiple research domains, thereby responding to calls from several literatures. The findings also provide some guidance to practitioners in MNEs who face the dilemma of how to appropriately respond to subpar performance in foreign subsidiaries.
Link(s) to publication:
Shin, D. J.; Hasse, V. C.; Schotter, A., 2017, "Multinational Enterprises within Cultural Space and Place: Integrating Cultural Distance and Tightness-Looseness", Academy of Management Journal, June 60(3): 904 - 921. Abstract: Prior research into the effects of cultural differences between MNE home and host countries on expatriate staffing decisions in foreign subsidiaries has produced a large number of conflicting findings. We address some of these conflicting findings and aim to advance theory in two ways. First, we draw on transaction cost economics to explain why and how the effects of cultural distance on the proportion of expatriate parent-country nationals form a curvilinear instead of a linear relationship, as commonly proposed. Second, we integrate the values-based cultural distance concept with the norms-based tightness-looseness concept. This allows us to simultaneously account for cultural differences between countries and location-bound normative cultural effects within countries, which cannot be overcome solely through expatriate learning and adaptation. Using a large global dataset of Japanese MNEs, we find support for a convex relationship between cultural distance and the proportion of expatriate parent-country nationals. We also find a moderating (steepening) effect of tightness-looseness on this relationship. The results reconcile some of the tensions between the subjectivists' values-based approach, which positions culture in the shared cognitions realm, and the structuralists' approach, which places culture in a normative situational environment.
Link(s) to publication:
Honours & Awards
- Winner of the 2023 International Management Division Best Paper Award in OB/HRM/OT (with co-authors Li, A. and Rickley, M.), Academy of Management
- Winner of the 2023 MSc International Business Teaching Excellence Award, based on student nominations
- Winner of the 2022 MSc International Business Teaching Excellence Award, based on student nominations
- Winner of the 2021 MSc Business Analytics Elective Course Teaching Excellence Award at the Ivey Business School, based on student nominations
- Finalist for the 2021 Academy of International Business Teaching Innovation Award, Teaching and Education Special Interest Group, AIB Conference
- Finalist for the 2018 International HRM Scholarly Research Award (with co-authors Shin, D. and Schotter, A.), Academy of Management; based on nominations
- Best Reviewer Award 2018 (Academy of Management, IM Division)
- Winner of the 2017 IM Division D'Amore-McKim School of Business, Northeastern University Best Dissertation Award in International Management, Academy of Management
- Finalist for the 2017 Buckley and Casson AIB Dissertation Award, Academy of International Business
- Best Reviewer Award 2017 (Academy of Management, IM Division)
- Best Reviewer Award 2016 (Academy of Management, IM Division)
- Outstanding Reviewer Award 2016 (Academy of Management, ODC Division)
- Best Conference Reviewer Award 2016 (Academy of International Business)
- Finalist for the 2015 International Management Division Best Paper Award in OB/HRM/OT (with co-authors Shin, D. and Schotter, A.), Academy of Management