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Chapter 37 - Open Strategy as a New Form of Strategizing

from Part V - Substantive Topic Areas

Published online by Cambridge University Press:  11 March 2025

By
Leonhard Dobusch ,
Julia Hautz  and
Thomas Ortner
Edited by
Damon Golsorkhi ,
Linda Rouleau ,
David Seidl  and
Eero Vaara
Damon Golsorkhi
Affiliation:
emlyon Business School
Linda Rouleau
Affiliation:
HEC Montréal
David Seidl
Affiliation:
Universität Zürich
Eero Vaara
Affiliation:
Saïd Business School, University of Oxford
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Summary

Leonhard Dobusch, Julia Hautz and Thomas Ortner introduce the emerging topic of Open Strategy. As they highlight, we can observe an increasing trend towards more inclusive and transparent strategizing. From a practice perspective, this trend can be described as a shift in the practices of strategy-making. The authors describe the different practices of inclusiveness and transparency and show how they relate to each other. They then identify and review distinctive themes of strategy as practice research on Open Strategy. This includes the role of technologies and materiality in enabling openness, the discursive practices and processes underpinning openness, the temporal dynamics of open processes, the difference between controlled and uncontrolled forms of openness and the dialectic relationship between openness and closure.

Keywords

strategy as practicepractice approachopen strategyinclusivetransparent
Type
Chapter
Information
Cambridge Handbook of Strategy as Practice , pp. 674 - 693
Publisher: Cambridge University Press
Print publication year: 2025

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References

Acknowledgements

We gratefully acknowledge the financial support of this project through a grant from the Austrian Science Fund (FWF): P35868-G ‘Open Strategy: A Micro-level Perspective on Psychological Antecedents and Implementation Consequences’.

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