Practices of Inclusion in Open Strategy

Hautz, Julia; Hutter, Katja; Sutter, Johannes; Füller, Johannes

doi:10.1017/9781108347921.006

Cited by 20 publications

(33 citation statements)

References 66 publications

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“…Below we will show how attention contests are manifest in analog and digital forms of OS. While in digital OS practices actors typically self-select into the process, in analog settings participation is usually invited (Hautz et al, 2019). Yet, self-selection is still present in analog settings.…”

Section: Attention Please: Participation In Open Strategy As An Attention Contestmentioning

confidence: 99%

Pulled in all directions: Open strategy participation as an attention contest

Brielmaier

Friesl

2021

Strategic Organization

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In this article, we investigate a crucial factor in open strategy research: participation. By drawing on the attention-based view, we argue that the degree of participation in both analog and digital practices of open strategy is the result of “attention contests.” These attention contests arise as the attention structure of Open Strategy initiatives (as quasi-temporary organizations) and the attention structure of the main organization compete for actors’ limited attention. As these attention structures collide, four tensions emerge (process ambiguity, status transitions, time constraints, and identity shifts). We argue that the impact of these tensions is contingent on the type of Open Strategy practice; digital or analog forms of Open Strategy-making. Therefore, we offer a new theoretical understanding of why and how actors participate in Open Strategy initiatives. Based on this, we offer various mechanisms of how firms can facilitate meaningful participation in these different practices. This essay opens up promising avenues for future Open Strategy and participation research.

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Section: Attention Please: Participation In Open Strategy As An Attention Contestmentioning

confidence: 99%

Pulled in all directions: Open strategy participation as an attention contest

Brielmaier

Friesl

2021

Strategic Organization

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“…Summarizing these benefits, one can argue that the core benefits of OS are linked to the active involvement of its participants and the opening of the process to participants representing diverse backgrounds, hierarchical levels or functions within an organization, which leads to the inclusion of multiple perspectives with the potential for achieving innovation or challenging mental models. Hautz et al (2019) identify similar motivations for applying practices of inclusion: to generate and crowdsource ideas concerning a firm's strategic direction, improve a strategy, foster inclusion and collaboration among participants, increase transparency and offer additional insights and understanding of an organization's strategy, support strategic decisions, and transform an organization's strategy process.…”

Section: Strong Association With Innovation Andmentioning

confidence: 99%

“…Birkinshaw (2017) argues that while strategy implementation has long concerned getting large numbers of people to understand a strategy and the need to change, the notion of getting people involved earlier in the process is not only highlighted in OS but also clearly speaks to SP and BW and their inclusion in OS. Hautz et al (2019) state that while the diversity of perspectives would increase in workshops if members from all levels of an organization were included, workshops rarely involve participants beyond the manager level (Hodgkinson et al 2006). In a large-scale survey on the practice of strategy workshops in the UK, these types of events were found to occur in 77 percent of the organizations surveyed, and strategy workshops were considered exclusive events in that 49.3 percent reported having fewer than ten attendees, mostly senior management, and only 22.6 percent reported involving employee representatives (Hodgkinson et al 2006).…”

Section: Part Of the Processmentioning

confidence: 99%

“…Hautz et al (2019) identify similar motivations for applying practices of inclusion: to generate and crowdsource ideas concerning a firm’s strategic direction, improve a strategy, foster inclusion and collaboration among participants, increase transparency and offer additional insights and understanding of an organization’s strategy, support strategic decisions, and transform an organization’s strategy process.…”

Section: The Practices Of Open Strategymentioning

confidence: 99%

“…A number of these practices are concerned with using information technology (IT), such as online crowdsourcing, strategy wiki software, and emailing lists, and collaboration in workshops in meetings. In this respect, the various practices of OS can be differentiated into analog and digital modes (Hautz et al 2019). Here, analog modes are referred to as workshops, town halls, world cafés or surveys, and digital modes are referred to as wikis, blogs or web-based crowdsourcing.…”

Section: Introductionmentioning

confidence: 99%

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Revisiting Scenario Planning and Business Wargaming From an Open Strategy Perspective

Schwarz

2020

World Futures Review

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The key aim of Open Strategy is to open up the process of strategy development to larger groups within and even outside an organization. Furthermore, Open Strategy aims to include broad groups of stakeholders in the various steps of the strategy process. The question at hand is how can Open Strategy be achieved? What approaches can be used? Scenario planning and business wargaming are approaches perceived as relevant tools in the field of strategy and strategic foresight and in the context of Open Strategy because of their participative nature. The aim of this article is to assess to what degree scenario planning and business wargaming can be used in the context of Open Strategy. While these approaches are suitable, their current application limits the number of potential participants. Further research and experimentation in practice with larger groups and/or online approaches, or a combination of both, are needed to explore the potential of scenario planning and business wargaming as tools for Open Strategy.

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How do strategic leaders engage with social media? A theoretical framework for research and practice

Heavey

Şimşek

Kyprianou

et al. 2020

Strategic Management Journal

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Research summarySocial media is a powerful medium for examining strategic leaders' novel interactions and influence within and outside the firm. But, while studies on social media are popping up like kettle corn across disciplines, no conceptual framework for organizing, guiding, and inspiring research on social media engagement among strategic leaders has yet appeared. Toward this end, we first clarify the construct and develop a typological conceptualization of strategic leaders' social media engagement behaviors. Next, we introduce a theoretical framework and corresponding propositions for explaining the variations, mechanisms, and consequences of social media engagements. We conclude with implications for future research, including data collection and measurement.Managerial summaryWith the growing proliferation of social media platforms, today's executives are faced with a vast array of choices about how to use social media to engage with diverse stakeholders and online communities. Although avoidance continues to be a preference for many executives, the scale and scope of social media platforms offer executives unprecedented opportunities—as well as risks—to engage stakeholders. We develop and illustrate a framework of six archetypal engagement behaviors through which executives may leverage social media to reach, communicate, and interact with stakeholders in developing and executing strategy—for both good and ill. We then discuss the implications of these alternative playbooks for executive decision‐making and firm outcomes.

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Practices of Inclusion in Open Strategy

Cited by 20 publications

References 66 publications

Pulled in all directions: Open strategy participation as an attention contest

Pulled in all directions: Open strategy participation as an attention contest

Revisiting Scenario Planning and Business Wargaming From an Open Strategy Perspective

How do strategic leaders engage with social media? A theoretical framework for research and practice

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