Orientations of Open Strategy: From Resistance to Transformation

Abstract

Four basic orientations capture open strategy practices that are progressively transparent to and inclusive of an outside community: resist, share, join, and transform. By building upon works in innovation studies, I argue and illustrate that the most exciting cases of open strategy are driven, long-term, by insiders as well as outsiders to the organization and I attend to the idea of orientations of open strategy by formulating an agenda for strategy research that looks at the practices through the lenses of business model design, technologyin-use, and organizational regulation. A key challenge when opening up strategizing at the intersection of multiple networks is the quest for the organizational purpose.