Cambridge Handbook of Open Strategy

Offers a comprehensive overview of the different practices and challenges of Open Strategy, as well as the diverse applicable research perspectives.

David Seidl (Edited by), Georg von Krogh (Edited by), Richard Whittington (Edited by)

9781108424868, Cambridge University Press

Hardback, published 18 July 2019

352 pages
25.4 x 17.8 x 2.1 cm, 0.88 kg

'This Handbook is a useful addition for scholars interested in how strategizing is currently enacted in organizations. The volume provides an introduction to and multiple perspectives on the growing and increasingly important phenomenon of participatory or open strategizing. Chapters include empirical material that illustrates the phenomenon and analyses from a diverse set of scholars that provide theoretical insights into issues of design and implementation.' Martha S. Feldman, Johnson Chair for Civic Governance and Public Management, University of California, Irvine

The first of its kind, this Handbook mobilizes research on an emerging phenomenon, Open Strategy. As new technologies and societal pressures have precipitated employees, business partners, shareholder groups and other stakeholders into deeper involvement in strategy, various Open Strategy initiatives now promise greater transparency and inclusion in the strategy process. Providing a wide-ranging introduction to the concept of Open Strategy and its various dimensions, the chapters of this Handbook detail key practices, discuss the roles of technology, and propose various theoretical perspectives for researching Open Strategy. Finally, this Handbook addresses the ongoing challenges and politics involved in Open Strategy. It will appeal to organization and strategy scholars, master's students in business and management, practitioners, such as consultants and strategy staff in established firms, and anyone concerned with new trends in strategy development and its implications for organizations and their members.

Introduction David Seidl, Georg Von Krogh and Richard Whittington
Part I. The Concept of Open Strategy: 1. Defining Open Strategy: dimensions, practices, outcomes, perspectives David Seidl, Georg Von Krogh and Richard Whittington
2. Participation research and Open Strategy Eero Vaara, Anniina Rantakari and Jeanniee Holstein
3. Open innovation and Open Strategy: epistemic and design dimensions Georg Von Krogh and Nina Gellinger
4. Strategic openness and Open Strategy Xian Xu and Oliver Alexy
Part II. Practices of Open Strategy: 5. Practices of inclusion in Open Strategy Julia Hautz, Kurt Matzler, Jonas Sutter, Katja Hutter and Johan Füller
6. Inter-organizational strategizing Vincent De Gooyert, Etiënne Rouwette and Hans Van Kranenburg
7. Crowdsourcing in Open Strategy: what can Open Strategy learn from open innovation Arvind Malhotra and Ann Majchrzak
8. Practices of transparency in Open Strategy: beyond the dichotomy of voluntary and mandatory disclosure Tanja Ohlson and Basak Yakis-Douglas
9. Orientations of Open Strategy: from resistance to transformation Stefan Haefliger
Part III. Technological Assemblages for Open Strategy: 10. Open Strategy and information technology Josh Morton, Alex Wilson, Robert Galliers and Marco Marabelli
11. Social media in Open Strategy: a five-flows model of strategy-making and enactment Renee Rottner, Danielle Bovenberg and Paul Leonardi
12. Visuals in Open Strategy Sotirios Paroutis and Eric Knight
Part IV. Theoretical Perspectives: 13. Practice-theoretical perspectives on Open Strategy: implications of a strong programme Violetta Splitter, David Seidl and Richard Whittington
14. A sensemaking perspective on Open Strategy Nicolas Bencherki, Joelle Basque and Linda Rouleau
15. A dialogic perspective on Open Strategy Loizos Heracleous
16. A social network perspective on Open Strategy Julia Hautz
17. An institutional perspective on Open Strategy: strategy in world society Jan Goldenstein and Peter Walgenbach
Part V. Challenges of Open Strategy: 18. The politics of openness Stewart Clegg, Mark Van Rijmenam and Jochen Schweitzer
19. The relation between openness and closure in Open Strategy: programmatic and constitutive approaches to openness Laura Dobusch and Leonhard Dobusch.

Subject Areas: Organizational theory & behaviour [KJU], Business strategy [KJC], Business & management [KJ]