Practices of Transparency in Open Strategy: Beyond the Dichotomy of Voluntary and Mandatory Disclosure

Ohlson, Tanja; Douglas, Ayse Basak

doi:10.1017/9781108347921.009

Cited by 7 publications

(4 citation statements)

References 61 publications

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“…Additionally, composite reliability (CR) for these constructs equals 0.89, 0.82, and 0.86, respectively. As Nunnally (1978) recommended, Cronbach's alpha should be a minimum of 0.7, while the composite reliability (Nunnally and Bernstein 1994) cutoff value for general research purposes is 0.8. Comparing our sample estimates of internal consistency to just recalled standards, we gathered evidence to confirm the OSS's reliability-the items included in the relevant construct jointly measure the same concept exhibited in this construct.…”

Section: Reliability Assessmentmentioning

confidence: 99%

A multi-item scale for open strategy measurement

2023

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Recent trends in strategic management and the strategy-as-practice stream of research have led to a proliferation of studies on open strategy. However, there is a general lack of research focused on valid and reliable measures of open strategy. In this paper, we developed and validated the open strategy scale to measure open strategy constructs derived from two dimensions—transparency and inclusion. We used the mixed methods composed in the multi-phase model of scale development. As a result, we have proposed a multi-item scale to measure the strategy openness. Our results demonstrate the validity and reliability of the scale proposed. The main implication of this research is that the scale may serve as both—an integrated tool for assessment of the overall level of open strategy development and an instrument for more detailed analysis of constructs to reveal the room for improvement or investigate the effect brought by managerial decisions.

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Section: Reliability Assessmentmentioning

confidence: 99%

A multi-item scale for open strategy measurement

2023

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“…Second, given that unmanaged transparency challenges an organization's dominant ways of seeing (Albu & Flyverbom, 2019;Costas & Grey, 2014;Ohlson & Yakis-Douglas, 2019;Weiskopf & Tobias-Miersch, 2016), it is paramount to get a better sense of how its members deal with the tensions that are either caused or exacerbated by unmanaged transparency. We consider it of particular relevance to study both types of members: those who practise unmanaged transparency, as well as their colleagues who do not share that commitment.…”

Section: Managed and Unmanaged Transparencymentioning

confidence: 99%

Unmanaged Transparency in a Digital Society: Swiss army knife or double-edged sword?

Reischauer

Ringel

2022

Organization Studies

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Facing increasing demands for transparency, more and more organizations have embraced managed forms of information disclosure that rely on digital technologies. However, when doing so, they tend to create an idealized self-presentation for their audiences. Aggravated by these attempts to undermine ‘true openness’, calls for a ‘hands-off’ approach to information disclosure – also known as unmanaged transsparency – have grown louder. Following this development, the paper conceptualizes organizations as sites of managed and unmanaged transparency practices and asks how these practices shape audience support and are affected by audiences. Empirically, we study a German political party from 2011 to 2017. Audiences initially supported the party’s commitment to unmanaged transparency but soon withdrew their support. Members in executive positions reacted by enacting multiple managed transparency practices to change the party’s negative public image. These efforts, however, were futile, and the party could not regain audience support. We theorize this dynamic in a framework that draws attention to the impact of (un)managed transparency and the organizational environment on audience support. Overall, our study suggests that unmanaged transparency in a digital society is more like a double-edged sword rather than a Swiss army knife: organizations might profit from its positive effects on the audience’s support, but they also make themselves vulnerable by the high level of dissonance they put on display.

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“…Norms can be defied. Moreover, some forms of openness may fail to prioritize societal interests and be captured instead by the sectional interests of participants: including worker representatives on Volkswagen's supervisory board did not save the world from the emissions scandal (Ohlson & Yakis-Douglas, 2019). Corporate control is likely to require a mix of instruments -markets, hierarchies, regulations and norms (Adler, 2001).…”

Section: Managed and Unmanaged Practices For Corporate Opennessmentioning

confidence: 99%

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

Whittington

Yakis‐Douglas

2020

Organization Theory

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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.

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Practices of Transparency in Open Strategy: Beyond the Dichotomy of Voluntary and Mandatory Disclosure

Cited by 7 publications

References 61 publications

A multi-item scale for open strategy measurement

A multi-item scale for open strategy measurement

Unmanaged Transparency in a Digital Society: Swiss army knife or double-edged sword?

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

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