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  • Print publication year: 2019
  • Online publication date: July 2019

Chapter 19 - The Relation between Openness and Closure in Open Strategy: Programmatic and Constitutive Approaches to Openness

from Part V - Challenges of Open Strategy


Two facets are all but universally present in current works on Open Strategy. First, while being aware of and addressing challenges and dilemmas associated with openness in strategy making (Hautz et al., 2017), increasing openness is mostly perceived as normatively good, as an ideal that should be achieved. Generally speaking, studies on openness in strategy making focus on different forms and degrees of collaboration with newly invited actors and on the potential benefits of Open Strategy by generating more and more suitable ideas (Whittington et al., 2011; Stieger et al., 2012; Aten & Thomas, 2016). Even when tensions and dilemmas of greater openness such as “compromising speed,” “undermining competitiveness,” or “burdening wider audiences with the pressures of strategy” (all taken from the overview in Hautz et al., 2017: 302) are discussed, these are considered limitations or hurdles to be overcome for achieving the desired greater openness.