The Added-value of “Open“

Leonhard Dobusch

March 07, 2015 Universität Innsbruck

in Doing and Theorizing Strategy

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<1>

Concepts of “open“ in “open strategy“

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Openness as the “Other“ way of Strategizing

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[S]trategy is traditionally exclusive. […] Opacity is important to strategy […]. Open strategy challenges both these orthodoxies[.]“

(Whittington et al. 2011, p. 535)

Open strategy balances the tenets of traditional business strategy with the promise of open innovation.“

(Chesbrough and Appleyard 2007, p. 58)

>> openness depends on previous understanding of strategy-making.

Openness as Transparency

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openness in terms of transparency, both in the strategy formulation stage and, more commonly, in the communication of strategies once they are formulated.

“(Whittington et al. 2011, p. 532)

>> Is mere transparency (e.g., Angwin et al., forthcoming) more than an impression management tactic?

Openness as Inclusion

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Inclusion refers to participation in an organization’s ‘strategic conversation’[.]“

(Whittington et al. 2011, p. 536)

>> How does openness relate to participation (e.g., Mantere & Vaara, 2008) and inclusive organization (e.g. Dobusch, 2014)?

Openness as Democratic Decision-making

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openness refers to the sharing of views, information and knowledge, not a democracy of actual decision making.“

(Whittington et al. 2011, p. 535-536)

>> focus on deliberation (Stieger et al., 2012) or on decison-making (Dobusch and Kapeller, 2013)?

Democratizing Strategy: How Crowsourcing Can Be Used for Strategy Dialogues“

(Stieger et al. 2012)

Openness as an Umbrella Concept

(1) Negative definition - not “traditional“, “closed“, “exclusive“ strategizing

(2) Transparency - sharing of previously/generally exclusive information

(3) Inclusion - participation by previously/generally excluded actors

(4) Democratic - participation in deliberation and/or decision-making

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Added-value of “Openness“ for Practitioners

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Fuzziness as an Asset for Practitioners

(1) Negative definition - open strategy as new/different/better strategy

(2) Transparency - allows for “selective revealing“ (Henkel et al. 2014)

(3) Inclusion - allows for selective participation

(4) Democratic - allows for democratic deliberation or decision-making

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Fuzziness as a Problem for Practitioners

(1) Negative definition - lack of guidance and orientation

(2) Transparency - may lead to further questions, demands

(3) Inclusion - allows for agenda-setting (Stieger et al. 2012)

(4) Democratic - implies reduced managerial control

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Added-value of “Openness“ for Theory

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Ambivalence as a Challenge for Theorizing?

(1) Negative definition (2) Transparency (3) Inclusion (4) Democratic

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different characteristics of openness

<<>>different degrees of

emergence

formal processes are opened up to emergence, that is, to the plurality of voices in and around the organization“

(Dobusch, Seidl, & Werle, 2016)

Openness in open strategy is a broad, fuzzy, concept

Fuzziness may be part of its appeal to practitioners

Openness as a way to “plan emergence“ (Grant, 2003)?

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References

‣ Angwin, D., Meadows, M., Yakis-Douglas, B. (forthcoming). Opening M&A strategy to investors: Predictors and outcome of transparency during organizational transition. Long Range Planning.

‣ Chesbrough, H. W., & Appleyard, M. M. (2007). Open Innovation and Strategy. California Management Review, 50, 57–76.

‣ Dobusch, L., Seidl, D., & Werle, F. (2016): Comparing open strategy to open innovation: A communication perspective on opening up to emergence. Working Paper

‣ Dobusch, L. (2014). How exclusive are inclusive organisations? Equality, Diversity and Inclusion: An International Journal, 33(3), 220-234.

‣ Mantere, S., & Vaara, E. (2008). On the problem of participation in strategy: A critical discursive perspective. Organization Science, 19(2), 341-358.

‣ Stieger, D., Matzler, K., Chatterjee, S., & Ladstaetter-Fussenegger, F. (2012). Democratizing Strategy: How Crowdsourcing Can Be Used for Strategy Dialogues. California Management Review, 54, 44-69.

‣ Whittington, R., Cailluet, L., & Yakis-Douglas, B. (2011). Opening Strategy: Evolution of a Precarious Profession. British Journal of Management, 22(3), 531-544.

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Thank you.

E-Mail: leonhard.Dobusch@uibk.ac.at Twitter: @leonidobusch Web: dobusch.net !Research blog: www.governancexborders.com