Practice-Theoretical Perspectives on Open Strategy: Implications of a Strong Programme

doi:10.1017/9781108347921.014

Chapter 13 - Practice-Theoretical Perspectives on Open Strategy: Implications of a Strong Programme

from Part IV - Theoretical Perspectives

Published online by Cambridge University Press: 13 July 2019

David Seidl and

Edited by

Georg von Krogh and

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

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. 221 - 240

DOI: https://doi.org/10.1017/9781108347921.014 [Opens in a new window]

Publisher: Cambridge University Press

Print publication year: 2019

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