Talk given at the workshop "Open Strategy - Research Projects and Future Directions", March 7, 2016, Universität Innsbruck, austria

1. The Added-value of “Open“
Leonhard Dobusch
March 07, 2015
Universität Innsbruck
in Doing and Theorizing Strategy
1

2. <1>
Concepts of “open“ in “open strategy“
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3. Openness as the “Other“ way of Strategizing
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[S]trategy is traditionally exclusive. […]
Opacity is important to strategy […]. Open
strategy challenges both these orthodoxies[.]
“
(Whittington et al. 2011, p. 535)
Open strategy balances the tenets of
traditional business strategy with the promise
of open innovation.
“ (Chesbrough and
Appleyard 2007, p. 58)
>> openness depends on previous understanding of
strategy-making.

4. Openness as Transparency
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openness in terms of transparency, both in
the strategy formulation stage and, more
commonly, in the communication of strategies
once they are formulated.
“
(Whittington et al. 2011,
p. 532)
>> Is mere transparency (e.g., Angwin et al., forthcoming)
more than an impression management tactic?

5. Openness as Inclusion
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Inclusion refers to participation in an
organization’s ‘strategic conversation’[.]“ (Whittington et al. 2011,
p. 536)
>> How does openness relate to participation (e.g.,
Mantere & Vaara, 2008) and inclusive organization (e.g.
Dobusch, 2014)?

6. Openness as Democratic Decision-making
6
openness refers to the sharing of views,
information and knowledge, not a democracy
of actual decision making.
“ (Whittington et al. 2011,
p. 535-536)
>> focus on deliberation (Stieger et al., 2012) or on
decison-making (Dobusch and Kapeller, 2013)?
Democratizing Strategy: How Crowsourcing
Can Be Used for Strategy Dialogues“ (Stieger et al. 2012)

7. Openness as an Umbrella Concept
(1) Negative definition
- not “traditional“, “closed“, “exclusive“ strategizing
(2) Transparency
- sharing of previously/generally exclusive information
(3) Inclusion
- participation by previously/generally excluded actors
(4) Democratic
- participation in deliberation and/or decision-making
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8. <2>
Added-value of “Openness“ for Practitioners
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9. Fuzziness as an Asset for Practitioners
(1) Negative definition
- open strategy as new/different/better strategy
(2) Transparency
- allows for “selective revealing“ (Henkel et al. 2014)
(3) Inclusion
- allows for selective participation
(4) Democratic
- allows for democratic deliberation or decision-
making
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10. Fuzziness as a Problem for Practitioners
(1) Negative definition
- lack of guidance and orientation
(2) Transparency
- may lead to further questions, demands
(3) Inclusion
- allows for agenda-setting (Stieger et al. 2012)
(4) Democratic
- implies reduced managerial control
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11. <3>
Added-value of “Openness“ for Theory
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12. Ambivalence as a Challenge for Theorizing?
(1) Negative definition
(2) Transparency
(3) Inclusion
(4) Democratic
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different characteristics
of openness
<<>>
different degrees of
emergence
formal processes are opened up to
emergence, that is, to the plurality of voices in
and around the organization
“ (Dobusch, Seidl, &
Werle, 2016)

13. Openness in open strategy is a broad, fuzzy, concept
Fuzziness may be part of its appeal to practitioners
Openness as a way to “plan emergence“ (Grant, 2003)?
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14. References
‣ Angwin, D., Meadows, M., Yakis-Douglas, B. (forthcoming). Opening M&A
strategy to investors: Predictors and outcome of transparency during
organizational transition. Long Range Planning.
‣ Chesbrough, H. W., & Appleyard, M. M. (2007). Open Innovation and Strategy.
California Management Review, 50, 57–76.
‣ Dobusch, L., Seidl, D., & Werle, F. (2016): Comparing open strategy to open
innovation: A communication perspective on opening up to emergence. Working
Paper
‣ Dobusch, L. (2014). How exclusive are inclusive organisations? Equality,
Diversity and Inclusion: An International Journal, 33(3), 220-234.
‣ Mantere, S., & Vaara, E. (2008). On the problem of participation in strategy: A
critical discursive perspective. Organization Science, 19(2), 341-358.
‣ Stieger, D., Matzler, K., Chatterjee, S., & Ladstaetter-Fussenegger, F. (2012).
Democratizing Strategy: How Crowdsourcing Can Be Used for Strategy
Dialogues. California Management Review, 54, 44-69.
‣ 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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15. Thank you.
E-Mail: leonhard.Dobusch@uibk.ac.at
Twitter: @leonidobusch
Web: dobusch.net
!
Research blog:
www.governancexborders.com