A Dialogic Perspective on Open Strategy

2019 ◽  
pp. 259-271
Author(s):  
Loizos Heracleous
Keyword(s):  
Open Strategy

Open Strategy

2019 ◽  
pp. 215-253
Author(s):  
Richard Whittington
Keyword(s):  
New Technologies ◽  
Institutional Work ◽  
Business Network ◽  
Global Business ◽  
Organizational Boundaries ◽  
Strategy Process ◽  
Consulting Firms ◽  
External Stakeholders ◽  
Rule Making ◽  
Open Strategy

This chapter examines the development of open strategy practices from the late 1990s. Open strategy involves greater transparency about strategy to internal and external audiences, and greater inclusion for internal and external stakeholders. The contemporary rise of open strategy is supported by three exogenous forces: the dissolving of organizational boundaries internally and externally, a newly democratic working culture, and new technologies, especially social media. Nevertheless, open strategy’s development still involves two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. As examples of the first, Gary Hamel’s Strategos Consulting promoted new kinds of democratic strategy norms, while corporates such as IBM developed internal openness through its jams. Under the second, new consulting firms were created such as Global Business Network, while established corporations such as Barclays Bank, Nokia, and Shell had to organize new kinds of participative strategy process.

Opening Strategy

2019 ◽  
pp. 1-22
Author(s):  
Richard Whittington
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Theoretical Orientation ◽  
Alasdair Macintyre ◽  
Practice Change ◽  
Bottom Up ◽  
Anthony Giddens ◽  
Professional Field ◽  
Strategy As Practice ◽  
Open Strategy

This chapter introduces the central arguments of Opening Strategy. In particular, it traces the development of three key strategic practices since the middle of the last century to today: strategic planning, strategic management, and open strategy. These practices have gradually made strategy an increasingly inclusive and transparent activity. These practices operate within Strategy as a professional field. The direction of practice change is influenced by exogenous forces upon this field, in particular organizational, cultural, and technological trends. The manner of practice change is influenced by the precarious and permeable nature of the Strategy field, granting important roles to the bottom-up initiatives of strategy consultants and corporate strategists. This chapter provides a basic theoretical orientation for the remainder of the book, extending the Strategy-as-Practice tradition in a macro direction and drawing on the work of Anthony Giddens and Alasdair MacIntyre. The chapter introduces the statistical, interview, archival, and published sources used throughout the book.

Conceptualizing the de–materializing characteristics of internal inclusion in crowdsourced open strategy

2020 ◽  
Vol 53 (5) ◽  
pp. 101986
Author(s):  
Matthew P. Mount ◽  
Stewart R. Clegg ◽  
Tyrone S. Pitsis
Keyword(s):  
Open Strategy

Ontology Based Context-Aware Adaptation Approach

2011 ◽  
pp. 26-58 ◽  
Author(s):  
Tarak Chaari ◽  
Mohamed Zouari ◽  
Frédérique Laforest
Keyword(s):  
Information Systems ◽  
Web Service ◽  
Adaptation Strategy ◽  
Functional Adaptation ◽  
Home Healthcare ◽  
Simple Description ◽  
Multimedia Contents ◽  
Healthcare Application ◽  
Service Adaptation ◽  
Open Strategy

Pervasive information systems aim to make information available anywhere and at anytime. These systems should be used in different contexts depending on the environment of the user, her/his profile and her/his device. Consequently, one of the main problems of such information systems is the adaptation to context. In this chapter, the authors propose a comprehensive and open strategy that guarantees the adaptation of applications to context on three facets: (i) the services offered to the user, (ii) the multimedia contents returned by these services, and (iii) their presentation to the user. Service adaptation consists of modules that intercept the application’s service calls and modify their behavior using a list of functional adaptation operators. Data adaptation consists in transforming or replacing the non-usable multimedia service outputs in the considered context situation. Presentation adaptation consists in automatically generating the complete code of the user interface that guarantees the interaction with the adapted data and services. The authors’ adaptation strategy has achieved two goals: (i) incrementally integrate context awareness in the application and (ii) guarantee the adaptation starting from a simple description of the services offered to the user. They have validated this strategy by developing a platform that guarantees applications adaptation to context. They used Java, OSGi and Web service technologies to implement this platform. They have also successfully tested our adaptation approach on a home healthcare application concerning dialyzed persons.

scholarly journals The Grand Challenge of Corporate Control: Opening strategy to the normative pressures of networked professionals

2020 ◽  
Vol 1 (4) ◽  
pp. 263178772096969
Author(s):  
Richard Whittington ◽  
Basak Yakis-Douglas
Keyword(s):  
Potential Role ◽  
Corporate Control ◽  
Labour Markets ◽  
The Other ◽  
Grand Challenge ◽  
Big Business ◽  
Research Themes ◽  
The One ◽  
Open Strategy

We propose that the pre-eminent ‘grand challenge’ for organization theorists today is the societal control of powerful corporations. This grand challenge is the more urgent because of the contemporary inadequacies of markets, hierarchies and regulations as instruments of control. We argue for the potential role of ‘open strategy’ in mobilizing normative controls over big business. We develop a distinction between the managed and unmanaged practices of open strategy. Both can help expose corporations to normative pressures, but we highlight the unmanaged open practices of collective subpolitics and individualist whistleblowing. Especially when mobilized by globally networked professionals, these unmanaged practices can subject corporations to normative pressures where markets, hierarchies and regulations fail. We propose two broad research themes relevant to the effectiveness of managed and unmanaged practices of strategic openness: on the one hand, there are material issues to do with labour markets, organizing and technologies; on the other hand, there are discursive questions of authenticity, capability and identity.

Open Strategy and Information Technology

2019 ◽  
pp. 169-185
Author(s):  
Josh Morton ◽  
Alex Wilson ◽  
Robert D. Galliers ◽  
Marco Marabelli
Keyword(s):  
Information Technology ◽  
Open Strategy
Sign in / Sign up

Export Citation Format

Share Document