Chapter 5 - Practices of Inclusion in Open Strategy

from Part II - Practices of Open Strategy

Published online by Cambridge University Press: 13 July 2019

Katja Hutter 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

In responding to changing competitive conditions, organizations are adopting increased levels of openness in the form of greater transparency and the inclusion of a larger number and variety of internal and external actors (Whittington et al., 2011; Hautz et al., 2017). Recent societal changes toward more participation in various domains of society (Dobusch et al., 2015) and technological advances in the form of social technologies (Haefliger et al., 2011), in particular, promote increased inclusiveness in strategizing. In this chapter, we pay specific attention to this dimension of inclusiveness in Open Strategy, which involves external and internal consultation to exchange “information, views and proposals intended to shape the continued evolution of an organization’s strategy” (Whittington et al., 2011: 536; Hautz et al., 2017).

Type: Chapter
Information: Cambridge Handbook of Open Strategy , pp. 87 - 105

DOI: https://doi.org/10.1017/9781108347921.006 [Opens in a new window]

Publisher: Cambridge University Press

Print publication year: 2019

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