Book contents
- Cambridge Handbook of Open Strategy
- Cambridge Handbook of Open Strategy
- Copyright page
- Contents
- Figures
- Tables
- Introduction
- Part I The Concept of Open Strategy
- Part II Practices of Open Strategy
- Chapter 5 Practices of Inclusion in Open Strategy
- Chapter 6 Interorganizational Strategizing
- Chapter 7 Crowdsourcing in Open Strategy: What Can Open Strategy Learn from Open Innovation?
- Chapter 8 Practices of Transparency in Open Strategy: Beyond the Dichotomy of Voluntary and Mandatory Disclosure
- Chapter 9 Orientations of Open Strategy: From Resistance to Transformation
- Part III Technological Assemblages for Open Strategy
- Part IV Theoretical Perspectives
- Part V Challenges of Open Strategy
- Index
- References
Chapter 7 - Crowdsourcing in Open Strategy: What Can Open Strategy Learn from Open Innovation?
from Part II - Practices of Open Strategy
Published online by Cambridge University Press: 13 July 2019
- Cambridge Handbook of Open Strategy
- Cambridge Handbook of Open Strategy
- Copyright page
- Contents
- Figures
- Tables
- Introduction
- Part I The Concept of Open Strategy
- Part II Practices of Open Strategy
- Chapter 5 Practices of Inclusion in Open Strategy
- Chapter 6 Interorganizational Strategizing
- Chapter 7 Crowdsourcing in Open Strategy: What Can Open Strategy Learn from Open Innovation?
- Chapter 8 Practices of Transparency in Open Strategy: Beyond the Dichotomy of Voluntary and Mandatory Disclosure
- Chapter 9 Orientations of Open Strategy: From Resistance to Transformation
- Part III Technological Assemblages for Open Strategy
- Part IV Theoretical Perspectives
- Part V Challenges of Open Strategy
- Index
- References
Summary
Organizational, economic, and technology forces are encouraging organizations to experiment with new ways to develop their strategic priorities (Chesbrough & Appleyard, 2007). One such new approach is Open Strategy (OS), an approach that increasingly relies on the use of online digital platforms. OS refers to the process by which an organization’s strategy for the future is developed in a planned or inadvertent manner with more transparency for all stakeholders and/or inclusion of different stakeholders compared to conventional strategy-making processes (Hautz et al., 2017; Mack & Szulanski, 2017; Whittington et al., 2011). Rather than limiting strategy to an exclusive group of “elite” strategy planners, OS engages a broader set of stakeholders in the process (Dobusch & Kapeller, 2013; Palmisano, 2004; Steiger et al., 2012). Among those included in OS are external stakeholders, defined as individuals not currently employed by the organization, including current or future potential customers, investors, general public, suppliers, universities, or other as-yet unaffiliated institutions and individuals.
- Type
- Chapter
- Information
- Cambridge Handbook of Open Strategy , pp. 121 - 135Publisher: Cambridge University PressPrint publication year: 2019
References
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