Cambridge Handbook of Open Strategy
£129.00
- Editors:
- David Seidl, Universität Zürich
- Georg von Krogh, Swiss Federal University (ETH), Zürich
- Richard Whittington, Saïd Business School, University of Oxford
- Date Published: July 2019
- availability: Available
- format: Hardback
- isbn: 9781108424868
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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.
Read more- Provides a comprehensive overview of Open Strategy research to date
- Offers guidelines of how to do research on Open Strategy
- Brings together key strategy scholars to provide a diversity of views on Open Strategy
Reviews & endorsements
'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
See more reviews'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, Irvine
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×Product details
- Date Published: July 2019
- format: Hardback
- isbn: 9781108424868
- length: 352 pages
- dimensions: 254 x 178 x 21 mm
- weight: 0.88kg
- availability: Available
Table of Contents
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.
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