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Chapter 9 - Orientations of Open Strategy: From Resistance to Transformation

from Part II - Practices of Open Strategy

Published online by Cambridge University Press:  13 July 2019

By
Stefan Haefliger
Edited by
David Seidl ,
Georg von Krogh  and
Richard Whittington
David Seidl
Affiliation:
Universität Zürich
Georg von Krogh
Affiliation:
Swiss Federal University (ETH), Zürich
Richard Whittington
Affiliation:
Saïd Business School, University of Oxford
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Summary

Strategy is a complex field and discipline undergoing a change process that leaves it precarious in structure (Whittington et al., 2011) but wealthy in purpose. Purpose refers to how thought, artifacts, and action are being perceived as strategic (Gond et al., 2018; Laasch, 2018) and to the alignment of the values at the core of the organization with the wider community (Moore, 2012: 309). It is this wider community that shares values, knowledge, and direction with the organization that is embedded and integrated not only in a market but also in multiple networks of practice, expertise, and preferences. Orientations are the strategic intentions manifest in choices of business model, technology, and regulation. With this chapter, I attempt to achieve the following: first, I derive orientations within Open Strategy that are not only transparent to but also inclusive of outsiders by building upon works in innovation studies that theorize about participation and Open Strategy avant la lettre.

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Cambridge Handbook of Open Strategy , pp. 151 - 166
Publisher: Cambridge University Press
Print publication year: 2019

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