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 6 - Interorganizational Strategizing
from Part II - Practices of Open Strategy
Published online by Cambridge University Press: 13 July 2019
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
Summary
Increasingly, organizations choose to develop their strategy collaboratively with other organizations, which is known as “interorganizational strategizing.” These new forms of collaboration are quite remarkable not least because they seem to go against much of the traditional strategy research (Barney, 2001), which puts a premium on inimitability. Interorganizational strategizing can be formally defined as engaging in a strategy process jointly with other organizations. This definition distinguishes interorganizational strategizing from other forms of collaboration that do not involve autonomous organizations. Interorganizational strategizing may be asymmetrical, with one organization explicitly taking the lead and asking other organizations to join its strategy process (e.g., Aten & Thomas, 2016), or symmetrical, with several organizations joining forces on a more or less equal basis (e.g., Teulier & Rouleau, 2013). Interorganizational strategizing also varies in its degree of formality. On the one end of the spectrum we have collaborations in the form of official workshops and meetings. On the other end we have informal discussions on strategy among strategists that meet for instance at a conference.
- Type
- Chapter
- Information
- Cambridge Handbook of Open Strategy , pp. 106 - 120Publisher: Cambridge University PressPrint publication year: 2019
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