Dear friends and colleagues,
We would like to draw your attention to the Special Issue of LONG RANGE PLANNING on "OPEN STRATEGY: TRANSPARENCY AND INCLUSION IN STRATEGY PROCESSES" (edited by Richard Whittington, Julia Hautz, David Seidl)
Please find all information below.
Best,
David, Richard, Julia
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Call for Papers: Special Issue of LONG RANGE PLANNING on
"OPEN STRATEGY: TRANSPARENCY AND INCLUSION IN STRATEGY PROCESSES"
DEADLINE for submission of papers to the Special Issue: October 31st, 2014
Over the last few years there has been an apparent trend towards greater openness in the strategy process, for which Chesbrough & Appleyard (2007) and Doz & Kosonen (2008) coined the term "open strategy". This new development parallels earlier ones in the area of innovation resulting in radically more open approaches to managing innovation processes (Chesbrough, 2006). Openness in strategy processes comes in many different forms such as strategy crowdsourcing, i.e. the inclusion of larger numbers of internal employees beyond the TMT by means of various jamming technologies; inter-organizational strategizing, i.e. the organization of strategy workshops between different organizations for the collaborative exploration of strategic opportunities and threats; more transparent external communication of strategy, such as through analyst and media strategy presentations and more detailed strategy reporting; or collective, participatory strategy processes of community-based or network-based organizations, making use of crowdsourcing technologies. Clearly these new developments are partly made possible by the availability of new social technologies (Haefliger et al. 2011; Stieger et al. 2012), but they are also reinforced by new organizational forms and changing managerial cultures (Whittington et al 2011).
Whittington and colleagues (2011) summarize the trend to greater strategy openness by distinguishing two dimensions: (1) greater internal and external transparency with regards to processes and outcomes; (2) greater inclusiveness of various actors in strategy-making, internal and external. Greater openness on these dimensions is clearly opposed to conventional notions of strategy which treat it as exclusive and secretive rather than inclusive and transparent. Hence openness, which extends across the private and public sector, constitutes a significant challenge to the way strategy is traditionally understood and practiced. With this special issue we want to bring together papers that explore the drivers, forms and implications of this new development in strategic management.
In order to explore this new phenomenon, we call for papers that deal with the various aspects and dynamics of open strategy – particularly where it goes beyond traditional notions of open innovation. We are interested in conceptual and empirical studies from a variety of different theoretical perspectives, such as network theory, resource-based theory, resource dependency theory, institutional theory, micro-political approaches and theories of social practice. We encourage equally quantitative and qualitative studies, and are open to work from profit and not-for-profit sectors.
Possible topics for contributions include, but are not limited to, the following issues:
- Antecedents and drivers of open strategy: What external and internal factors trigger the engagement in open strategy (chosen vs. unchosen; forced vs. voluntary)? What are organizational requirements for open strategy? What particular capabilities are needed to engage in open strategy and to change from a closed to a more open approach?
- Areas and forms of open strategy: What forms of open strategy initiatives can be found along the continuum from closed to open? What areas of the strategy process are open and which ones are closed? What actors are included in the strategy process?
- Implications of open strategy for competition and performance: What are the advantages and disadvantages of open strategy for strategy development and strategy implementation? How does openness affect the competitive position of a company? How does it influence relationships in alliances and ecosystems?
- Incentives for and barriers to participation in open strategy: What are the risks and rewards of open strategy for the different actors involved? What are their motivations and interests to engage? What are the barriers to actors' engagement? How do existing social structures affect actors' activities and contributions to open strategy?
- Implications of open strategy for social structure, power and politics: How are roles and power structures affected by opening the strategy process? How do power structures affect the likelihood for opening the strategy process? How does the increased social interaction associated with open strategy affect the social structure within and across organizational boundaries?
- Boundary conditions, limits and challenges of open strategy: What are the barriers to open strategy for organizations? Where is open strategy inappropriate? How are open strategy approaches sustained or eroded over time? What other organizational practices may undermine or conflict with open strategy? What are the unintended consequences of open strategy?
- Similarities and differences between open strategy, open innovation and other new organizational practices: How does the concept of open strategy compare to that of open innovation? How do the practices of open strategy and open innovation compare? To what extent are practices or technologies of open innovation appropriated for the purpose of open strategy? How does open strategy relate to other new organizational developments such as open governance?
Papers for the special issue should be prepared according to LRP's guidelines for authors. Submit full manuscripts to the online submission system of LRP before 31st October, 2014:
http://ees.elsevier.com/lrp/default.asp
REFERENCES
Chesbrough, H. 2006. Open innovation: A new paradigm for understanding industrial innovation. In H. Chesbrough, W. Vanhaverbeke, & J. West (Eds.), Open innovation: Researching a new paradigm: 1-14. Oxford: Oxford University Press.
Chesbrough, H. W., & Appleyard, M. M. 2007. Open innovation and strategy. California Management Review, 50(1): 57-76.
Doz, Y. and Kosonen, M. 2008. Fast Strategy: How Strategic Agility Will Help You Stay Ahead of the Game. Harlow: Pearson.
Haefliger, S., Monteiro, E., Foray, D. and von Krogh, G. 2011. Social Software and Strategy. Long Range Planning 44: 297-316.
Stieger, D., Matzler, K., Chatterjee, S., & Ladstätter-Fussenegger, F. 2012. Democratizing strategy: How crowdsourcing can be used for strategy dialogues. California Management Review, 54(4): 1-26.
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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Prof. David Seidl, PhD
Chair of Organization & Management
University of Zurich | Department of Business Administration
Universitaetsstrasse 84 | 8006 Zurich | Switzerland
Phone +41.44.6343750 | Fax +41.44.6343749
www.om.uzh.ch | david.seidl@uzh.ch
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