Cambridge Handbook of Open Strategy
Published on 10. July 2019
978-1-108-64331-3 (ISBN)
Description
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.
Reviews / Votes
'Open Strategy is a thought-provoking and even revolutionary book. The authors penetrate to the core of strategy making by asking a deceptively simple question: who can or should make strategy? Must reading for those who want to be on the front line of the newest and perhaps most controversial idea in strategy.' Kathleen M. Eisenhardt, S. W. Ascherman M. D. Professor of Strategy, Stanford University, California 'This is state-of-the-art scholarship: a book that keeps pace with swirling developments in contemporary firms, seeking to map, explore, and understand Open Strategy - the ever-inclusive and interactive making of strategy in a digital, inter-connected, and transparent world. If you know little about Open Strategy, this is the best place to start. If you do know, this is the best-informed scholarly source you will find. Editors Seidl, von Krogh and Whittington are to be congratulated for putting together such a brilliant book that breaks new research ground and offers novel insights to strategy scholars and to reflective practitioners. This book will set the agenda on strategy for the years to come.' Haridimos Tsoukas, The Columbia Ship Management Professor of Strategic Management, University of Cyprus and Distinguished Research Environment Professor of Organization Behavior, Warwick Business School '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, IrvineMore details
Language
English
Place of publication
Cambridge
United Kingdom
Target group
Professional and scholarly
Illustrations
Worked examples or Exercises
File size
5,68 MB
ISBN-13
978-1-108-64331-3 (9781108643313)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
David Seidl | Georg von Krogh | Richard Whittington
Cambridge Handbook of Open Strategy
Book
07/2019
Cambridge University Press
€181.90
Shipment within 15-20 days
Persons
Content
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 Fueller; 6. Inter-organizational strategizing Vincent De Gooyert, Etienne 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.
