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The 33rd EGOS Colloquium will take place from July 6–8, 2017 in Copenhagen, Denmark, and together with Georg von Krogh (ETH Zürich) and Richard Whittington (Oxford University) I will be convenor of sub-theme 50 on “Open Strategy: Practices, Perspectives and Problems“. The sub-theme will pick-up threads of discussion from a previous EGOS subtheme on “Open Organizations for an Open Society?” held in 2015 in Athens. Please find the Call for Short Papers below, submission deadline is January 9, 2017:
Many organizations in public, private and non-for-profit sectors are becoming more transparent about their strategies, while also including a wider range of actors in strategy development. These moves involve a variety of strategy practices, for example strategy jamming (Bjelland & Wood, 2008), strategy crowdsourcing (Stieger et al., 2012), strategy blogs and wikis (Dobusch & Kapeller, 2013) or strategy simulations in online games (Aten & Thomas, 2016). Although involving many different practices, this phenomenon has been described most comprehensively as ‘open strategy’ (Chesbrough & Appleyard, 2007; Whittington et al., 2011).
Building upon these studies, recent works on open strategy have begun to look at open strategy from an increasing variety of perspectives such as impression management (Whittington et al., 2016), middle-management inclusion in strategy-making (Wolf et al., 2014) or the inter-organizational explorations of strategic issues (Werle & Seidl, 2015). However, systematic cross-fertilization between the emerging open strategy literature and other areas and concepts of organizational openness are still rare. Read the rest of this entry »
The 31st EGOS Colloquium will take place from July 2–4, 2015 in Athens, Greece, and together with Georg von Krogh (ETH Zürich) and Richard Whittington (Oxford University) I will be convenor of a sub-theme on “Open Organizations for an Open Society? Practicing Openness in Innovation, Strategy and Beyond“. Please find the Call for Short Papers below, submission deadline is January 12, 2015:
Over the past decade, ‘openness’ has become one of the most imperative virtues of modern organizations. Originating in the field of open source software development (Raymond, 2001), we can observe increasing demands for all kinds of openness in fields such as open innovation (Chesbrough, 2006), open strategy (Whittington et al., 2011), open science (David, 1998) or open government (Janssen et al., 2012).
All these different ‘open paradigms’ share – and fuel – hopes of combining greater efficiency with more inclusive and transparent forms of organizing. In the context of open innovation, for instance, the literature anticipates technological (e.g. reduced production costs) and marketing (e.g. positive effects on reputation) benefits (Henkel et al., 2014). Open strategy, in turn, promises access to dispersed knowledge, with some even speaking of “democratizing strategy” (Stieger et al., 2013). In the realm of open government and open science, expected benefits are often connected with access to all kinds of open data (e.g. Molloy, 2011).
However, studies of openness in organizations also point to a number of potential weaknesses and pitfalls such as loss of knowledge and intellectual property (e.g. Henkel 2006; von Hippel & von Krogh, 2003). So, on the level of organizational practices, we need more research that addresses the challenges implied by greater openness in terms of organizational structures, boundaries and culture. And on a broader level, the boom of openness, as recently pointed out by Nathaniel Tkacz (2012), is curious within a supposedly already-open society (Popper, 1971). Why is there such a demand for openness and what does this tell us about society at large?