Strategic Openness and Open Strategy

doi:10.1017/9781108347921.005

Chapter 4 - Strategic Openness and Open Strategy

from Part I - The Concept of Open Strategy

Published online by Cambridge University Press: 13 July 2019

Xian Xu 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

Just by their names, the concepts of Open Strategy (OS) and Strategic Openness (SO) seem to have a lot in common – at the very least, they both constitute equally viable outcomes in a forced relationship technique exercise using the words “open” and “strategy.” Indeed, authors on both topics would arguably agree that both concepts somehow deal with behavior that has to do with strategy and in which certain aspects are open, with “open” implying at least a partial reduction of access restrictions (also see, e.g., OED Online, 2013). More precisely, Open Strategy is defined as an inclusive and transparent way to develop and enact strategy (Tavakoli et al., 2015), and Strategic Openness as how firms voluntarily forfeit control over their resources (Alexy et al., 2018).

Type: Chapter
Information: Cambridge Handbook of Open Strategy , pp. 59 - 84

DOI: https://doi.org/10.1017/9781108347921.005 [Opens in a new window]

Publisher: Cambridge University Press

Print publication year: 2019

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