Open Strategy and Information Technology

Morton, Josh; Wilson, Alexander; Galliers, RD; Marabelli, Marco

doi:10.1017/9781108347921.011

Cited by 10 publications

(11 citation statements)

References 84 publications

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“…Such IT-enabled performance data visualizations, focused on the one-page visual strategy map goals, have been associated with organizational performance (Nitzl et al, 2018;Tavakoli et al, 2015a, b;Walldius, 2018;Wu et al, 2015). Strategy implementation will be stimulated whenever such IT enabled performance data visualizations are easily accessible, visually attractive, and in line with the content of the one-page visual strategy map (Bateman et al, 2016;Morton et al 2019Morton et al , 2020.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Leading open strategizing practices for effective strategy implementation

Doeleman

Dun

Wilderom

2021

JSMA

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PurposeImplementing a new organizational strategy effectively nowadays is said to require open strategizing practices. The purpose of this paper is to examine the adoption of three intertwined open strategizing practices in conjunction with a transformational leadership style towards effective strategy implementation.Design/methodology/approachThe study was conducted within 37 geographically dispersed locations of a Dutch governmental organization. The top managers and senior managers were surveyed at two points in time (n T1 = 548; n T2 = 414) and group interviewed at T2. Exploratory factor and linear regression analyses were performed. The qualitative data pertaining to the specific way in which leaders can impact the relationship between open strategizing practices and strategy implementation was analyzed using the Gioia methodology.FindingsAs hypothesized, transformational leadership moderates the positive relationship between open strategizing practices and effective strategy implementation. This moderating effect was corroborated through the interview data in which the managers stressed the need for “intrinsically motivated” and “empowering” leaders to effectively support the adoption of their own locally-developed location strategy, as part of the overall strategy.Research limitations/implicationsDespite the timely focus on the three intertwined open strategizing practices, the findings are only based on the perceptions of the various top and senior managers employed by one Western public sector organization.Practical implicationsTop and senior managers who need to improve their organization's strategy implementation can apply the here tested three open strategizing practices. They should also be aware of the key role of transformational leadership.Originality/valueThe authors contribute to the “open” strategy-as-practice domain by showing how top and senior managers' transformational leadership style supports the beneficial effects of adopting the three practices.

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Section: Hypothesis Developmentmentioning

confidence: 99%

Leading open strategizing practices for effective strategy implementation

Doeleman

Dun

Wilderom

2021

JSMA

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“…virtual methods can substitute for "methods-as-usual" (Marres, 2012). For example, by building on the digital trace of micro-level practices (Peppard et al, 2014) generated by the IT in-use for open strategy (Morton et al, 2018), one can use cyber-ethnography to examine digital strategizing. Finally, traditional ISS research focuses on the CIO/CEO dyadic relationships.…”

Section: Dimension 1 -Digitalization and Topic Selectionmentioning

confidence: 99%

A review of the practical relevance of IS strategy scholarly research

Moeini

Rahrovani

Chan

2019

The Journal of Strategic Information Systems

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While studies suggest that IS strategy is an important topic for practitioners, in-depth explorations of the potential practical relevance of this research area are lacking. In this paper, we develop a multidimensional framework of potential practical relevance and use it to conduct a multimethod descriptive review of 109 IS strategy papers published over the past 10 years in top IS journals. The framework contributes to the IS literature by synthesizing various characteristics that make a paper conducive to being practically relevant. The review highlights how IS strategy research has offered the potential for practical relevance in the past and recommends opportunities to increase this, especially in the digitalization era.

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“…The preface to the 'Cambridge Handbook of Open Strategy' states that "as new technologies and societal pressures have precipitated employees, business partners, shareholder groups and other stakeholders into deeper involvement in strategy, various Open Strategy initiatives now promise greater transparency and inclusion in the strategy process" (Seidl et al, 2019, p.i). This description emphasizes that a central theme in OS is the use of IT (Morton et al, 2019), and studies have provided evidence of this reporting the use of social media, ideation platforms, and web-based questionnaires (Baptista et al, 2017a;Tavakoli et al, 2017). When studying OS, we consider the IT-enabled practices and therefore the digital work of top managers in OS.…”

Section: Open Strategymentioning

confidence: 99%

“…Researchers have started to probe how "the role of various stakeholders taking action, typically firmly rooted in ongoing digitally-enabled practices" shapes strategy (Henfridsson and Lind, 2014, p.11;Marabelli and Galliers, 2017). The notion of ongoing digitally-enabled practices extends into organizational strategy and, in particular, where IT is deliberately deployed to create so-called open strategizing (OS) (Whittington et al, 2011;Morton et al, 2019). Strategists are engaged in digital work through the digitization of strategy-making (Amrollahi and Rowlands, 2018).…”

Section: Introductionmentioning

confidence: 99%