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
- Part III Technological Assemblages for Open Strategy
- Part IV Theoretical Perspectives
- Part V Challenges of Open Strategy
- Index
- References
Part IV - Theoretical Perspectives
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
- Part III Technological Assemblages for Open Strategy
- Part IV Theoretical Perspectives
- Part V Challenges of Open Strategy
- Index
- References
Summary
Practice theories have an obvious appeal for Open Strategy research. The major trend towards more openness in strategy making gives rise to new strategy practices that afford internal and external actors greater strategic transparency and/or inclusion (Whittington et al., 2011). Committing to the primacy of practice in social life (Reckwitz, 2002; Schatzki et al., 2001), practice theories offer a particularly suitable perspective for studying both the emergence of these new Open Strategy practices and the complex dynamics of their application in real-life settings. Accordingly, many studies on Open Strategy already refer to practice theories to identify the new practices associated with Open Strategy, such as strategy jamming, strategy blogging, or interorganizational strategy making.
- Type
- Chapter
- Information
- Cambridge Handbook of Open Strategy , pp. 219 - 304Publisher: Cambridge University PressPrint publication year: 2019
References
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Marshak, R. J. (2004). Generative conversations: How to use deep listening and transforming talk in coaching and consulting. OD Practitioner, 36(3), 25–29.Google Scholar
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Papachroni, A., Heracleous, L., & Paroutis, S. (2015). Organizational ambidexterity through the lens of paradox theory: Extending the research agenda. Journal of Applied Behavioral Science, 51, 71–93.Google Scholar
Paroutis, S., & Heracleous, L. (2013). Discourse revisited: Dimensions and employment of first-order strategy discourse during institutional adoption. Strategic Management Journal, 34, 935–956.Google Scholar
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Pye, A. (1995). Strategy through dialogue and doing: A game of “Mornington Crescent”? Management Learning, 26, 445–462.Google Scholar
Raelin, J. A. (2012). The manager as facilitator of dialogue. Organization, 20, 818–839.Google Scholar
Raelin, J. A. (2008). Emancipatory discourse and liberation. Management Learning, 39, 519–540.Google Scholar
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Skordoulis, R., & Dawson, P. (2007). Reflective decisions: The use of Socratic dialogue in managing organizational change. Management Decision, 45, 991–1007.Google Scholar
Whittington, R., Cailluet, C., & Yakis-Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management, 22, 531–544.Google Scholar
Whittington, R, Yakis-Douglas, B., Ahn, K., & Cailluet, L. (2017). Strategic planners in more turbulent times: The changing job characteristics of strategy professionals, 1960–2003. Long Range Planning, 50, 108–119.Google Scholar
Zoller, H. M. (2000). “A place you haven’t visited before”: Creating the conditions for community dialogue. Southern Communication Journal, 65 (2–3), 191–207.Google Scholar
Aten, K., & Thomas, G. F. (2016). Crowdsourcing strategizing: Communication technology affordances and the communicative constitution of organizational strategy. International Journal of Business Communication, 53, 148–180.Google Scholar
Bakhtin, M. M. (1981). The dialogic imagination. In Holquist, M. (Ed.), Emerson, C. & Holquist, M. (Transl.). Austin: University of Texas Press.Google Scholar
Baptista, J., Wilson, A. D., Galliers, R. D., & Bynghall, S. (2017). Social media and the emergence of reflexiveness as a new capability for open strategy. Long Range Planning, 50, 322–336.Google Scholar
Beaudette, P. (2012). From Wikipedia to Wikimedia: How not to structure a movement. Presentation, 30 January. Personal communication.Google Scholar
Beech, N., MacIntosh, R., & MacLean, D. (2010). Dialogues between academics and practitioners: The role of generative dialogic encounters. Organization Studies, 31, 1341–1367.Google Scholar
Bunker, B., & Alban, B. (2006). Large group interventions and dynamics. In Gallos, J. V. (Ed.), Organization development (pp. 309–321). San Francisco: Jossey-Bass.Google Scholar
Bushe, G. R., & Marshak, R. J. (Eds.). (2015). Dialogic organization development. Oakland: Berrett-Koehler.Google Scholar
Bushe, G. R., & Marshak, R. J. (2009). Revisioning organization development: Diagnostic and dialogic premises and patterns of practice. Journal of Applied Behavioral Science, 45, 348–368.Google Scholar
Chaffee, E. E. (1985). Three models of strategy. Academy of Management Review, 10, 89–98.Google Scholar
Dobusch, L., Kremser, W., Seidl, D., & Werle, F. (2017). A communication perspective on open strategy and open innovation. Managementforschung, 27(1), 5–25.Google Scholar
ETUI (European Trade Union Institute). (2015). Worker board-level participation in the 31 European Economic Area countries. Available at www.worker-participation.eu/National-Industrial-Relations/Across-Europe/Board-level-Representation2/TABLE-Worker-board-level-participation-in-the-31-European-Economic-Area-countries, accessed on January 22, 2018.Google Scholar
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Forte, A., Larco, V., & Bruckman, A. (2009). Decentralization in Wikipedia governance. Journal of Management Information Systems, 26, 49–72.Google Scholar
Gegenhuber, T., & Dobusch, L. (2017). Making an impression through openness: How open strategy-making practices change in the evolution of new ventures. Long Range Planning, 50, 337–354.Google Scholar
Gergen, J. K., Gergen, M. M., & Barrett, F. J. (2004). Dialogue: Life and death of the organization. In Grant, D., Hardy, C., Oswick, C., & Putnam, L. (Eds.), Sage handbook of organizational discourse (pp. 39–59). London: Sage.Google Scholar
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Habermas, J. (1987). The theory of communicative action. Volume 2. Boston: Beacon Press.Google Scholar
Hammond, S. C., Anderson, R., & Cissna, K. N. (2003). Communication Yearbook, 27, 125–157.Google Scholar
Hatch, M. J., & Ehrlich, S. (2002). The dialogic organization. The Transformative Power of Dialogue, 12, 107–131.Google Scholar
Hautz, J., Seidl, D., & Whittington, R. (2017). Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning, 50, 298–309.Google Scholar
Heath, R.G. (2007). Rethinking community collaboration through a dialogic lens. Management Communication Quarterly, 21, 145–171.Google Scholar
Heracleous, L. (2006). Discourse, interpretation, organization. Cambridge: Cambridge University Press.Google Scholar
Heracleous, L. (2017). Discourse theory. In Langley, A. & Tsoukas, H. (Eds.), Sage handbook of process organization studies (pp. 190–203), London: Sage.Google Scholar
Heracleous, L., Goesswein, J., & Beaudette, P. (2018). Open strategy-making at the Wikimedia Foundation – A dialogic perspective. Journal of Applied Behavioral Science, 54, 5–35.Google Scholar
Heracleous, L., & Barrett, M. (2001). Organizational change as discourse: Communicative actions and deep structures in the context of IT implementation. Academy of Management Journal, 44, 755–778.Google Scholar
Hutter, K., Nketia, B. A., & Fuller, J. (2017). Falling short with participation – Different effects of ideation, commenting, and evaluating behavior on open strategizing. Long Range Planning, 50, 355–370.Google Scholar
Isaacs, W. N. (2001). Toward an action theory of dialogue. International Journal of Public Administration, 24, 709–748.Google Scholar
Isaacs, W.N. (1993). Taking flight: Dialogue, collective thinking, and organizational learning. Organizational Dynamics, 22(2), 24–39.CrossRefGoogle Scholar
Jacobs, C., & Heracleous, L. (2005). Answers for questions to come: Reflective dialogue as an enabler of strategic innovation. Journal of Organizational Change Management, 18, 338–352.Google Scholar
Jacobs, C., & Heracleous, L. (2001). Seeing without being seen: Toward an archaeology of controlling science. International Studies of Management and Organization, 31 (3), 113–135.Google Scholar
Jemelniak, D. (2014). Common knowledge? An ethnography of Wikipedia. Stanford: Stanford University Press.Google Scholar
Jemielniak, D. (2016). Wikimedia movement governance: The limits of a-hierarchical organization. Journal of Organizational Change Management, 29, 361–378.Google Scholar
Kersten, A. (2000). Diversity management: Dialogue, dialectics and diversion. Journal of Organizational Change Management, 13, 235–248.Google Scholar
Knight, E., Paroutis, S., & Heracleous, L. (2018). The power of PowerPoint: A visual perspective on meaning making in strategy. Strategic Management Journal, 39(3), 894–921.Google Scholar
Knights, D., & Morgan, G. (1995). Strategy under the microscope: Strategic management and IT in financial services. Journal of Management Studies, 32, 191–214.Google Scholar
Kornberger, M., & Clegg, S. (2011). Strategy as performative practice: The case of Sydney 2030. Strategic Organization, 9(2), 136–162.Google Scholar
Lakoff, G., & Johnson, M. (1980). Metaphors we live by. Chicago: University of Chicago Press.Google Scholar
Luedicke, M. K., Husemann, K. C., Furnari, S., & Ladstaetter, F. (2017). Radically open strategizing: How the premium cola collective takes open strategy to the extreme. Long Range Planning, 50, 371–384.Google Scholar
Maccoby, M. (1996). Interactive dialogue as a tool for change. Research Technology Management, 39 (5), 57–59.Google Scholar
Mack, D. Z., & Szulanski, G. (2017). Opening up: How centralization affects participation and inclusion in strategy making. Long Range Planning, 50, 385–396.Google Scholar
Marshak, R. J. (2004). Generative conversations: How to use deep listening and transforming talk in coaching and consulting. OD Practitioner, 36(3), 25–29.Google Scholar
Morell, M. F. (2011). The Wikimedia Foundation and the governance of Wikipedia’s infrastructure: Historical trajectories and its hybrid character. In Lovin, G. & Tkacz, N. (Eds.), Critical point of view. A Wikipedia reader (pp. 325–341). Amsterdam: Institute of Network Cultures.Google Scholar
Oswick, C., Anthony, P., Keenoy, T., & Mangham, I. L. (2000). A dialogic analysis of organizational learning. Journal of Management Studies, 37, 887–901.Google Scholar
Papachroni, A., Heracleous, L., & Paroutis, S. (2015). Organizational ambidexterity through the lens of paradox theory: Extending the research agenda. Journal of Applied Behavioral Science, 51, 71–93.Google Scholar
Paroutis, S., & Heracleous, L. (2013). Discourse revisited: Dimensions and employment of first-order strategy discourse during institutional adoption. Strategic Management Journal, 34, 935–956.Google Scholar
Powley., E. H., Fry, R. E., Barrett, F. J., & Bright, D. S. (2004). Dialogic democracy meets command and control: Transformation through the appreciative inquiry summit. Academy of Management Executive, 18(3), 67–80.Google Scholar
Pye, A. (1995). Strategy through dialogue and doing: A game of “Mornington Crescent”? Management Learning, 26, 445–462.Google Scholar
Raelin, J. A. (2012). The manager as facilitator of dialogue. Organization, 20, 818–839.Google Scholar
Raelin, J. A. (2008). Emancipatory discourse and liberation. Management Learning, 39, 519–540.Google Scholar
Schein, E. H. (1993). On dialogue, culture and organizational learning. Organizational Dynamics, 22, 40–51.Google Scholar
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Currency Doubleday.Google Scholar
Skordoulis, R., & Dawson, P. (2007). Reflective decisions: The use of Socratic dialogue in managing organizational change. Management Decision, 45, 991–1007.Google Scholar
Whittington, R., Cailluet, C., & Yakis-Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management, 22, 531–544.Google Scholar
Whittington, R, Yakis-Douglas, B., Ahn, K., & Cailluet, L. (2017). Strategic planners in more turbulent times: The changing job characteristics of strategy professionals, 1960–2003. Long Range Planning, 50, 108–119.Google Scholar
Zoller, H. M. (2000). “A place you haven’t visited before”: Creating the conditions for community dialogue. Southern Communication Journal, 65 (2–3), 191–207.Google Scholar
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Internet Addresses
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ChinaMobile [www.chinamobileltd.com/en/file/view.php?id=121340; access: 14.11.2016]
ChinaMobile [www.chinamobileltd.com/en/ir/reports/ar2013/E8.pdf; access: 14.11.2016]
Daimler AG [www.daimler.com/Projects/c2c/channel/documents/1488194_AI_2007_Annual_Report.pdf; access: 14.11.2016]
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