Cambridge Handbook of Open Strategy

David Seidl is a Professor of Organization and Management at the Universität Zürich. He is a member of several editorial boards including Organization Studies where he is currently a Senior Editor. He has written and (co)edited several books, including the Cambridge Handbook of Strategy as Practice (Cambridge, 2012). Richard Whittington is Professor of Strategic Management at the Saïd Business School and New College, University of Oxford. He has published ten books, including the leading textbook Exploring Strategy (12th edition, forthcoming) and the research monograph Opening Strategy: Professional Strategists and Practice Change, 1960 to Today (forthcoming). He is an Associate Editor of the Strategic Management Journal. Georg von Krogh is a Professor at the University of Zurich and holds the Chair of Strategic Management and Innovation as well as an honorary position as Research Fellow at Judge Business School, University of Cambridge. von Krogh has published several books on strategy, organisations, and innovation, and serves as Editorial Board member of various journals including the Academy of Management Discoveries, Academy of Management Journal, and the Journal of Strategic Information Systems, amongst others.

• Introduction David Seidl, Georg Von Krogh and Richard Whittington; Part I. The Concept of Open Strategy: 1. Defining Open Strategy: dimensions, practices, outcomes, perspectives David Seidl, Georg Von Krogh and Richard Whittington; 2. Participation research and Open Strategy Eero Vaara, Anniina Rantakari and Jeanniee Holstein; 3. Open innovation and Open Strategy: epistemic and design dimensions Georg Von Krogh and Nina Gellinger; 4. Strategic openness and Open Strategy Xian Xu and Oliver Alexy; Part II. Practices of Open Strategy: 5. Practices of inclusion in Open Strategy Julia Hautz, Kurt Matzler, Jonas Sutter, Katja Hutter and Johan Füller; 6. Inter-organizational strategizing Vincent De Gooyert, Etiënne Rouwette and Hans Van Kranenburg; 7. Crowdsourcing in Open Strategy: what can Open Strategy learn from open innovation Arvind Malhotra and Ann Majchrzak; 8. Practices of transparency in Open Strategy: beyond the dichotomy of voluntary and mandatory disclosure Tanja Ohlson and Basak Yakis-Douglas; 9. Orientations of Open Strategy: from resistance to transformation Stefan Haefliger; Part III. Technological Assemblages for Open Strategy: 10. Open Strategy and information technology Josh Morton, Alex Wilson, Robert Galliers and Marco Marabelli; 11. Social media in Open Strategy: a five-flows model of strategy-making and enactment Renee Rottner, Danielle Bovenberg and Paul Leonardi; 12. Visuals in Open Strategy Sotirios Paroutis and Eric Knight; Part IV. Theoretical Perspectives: 13. Practice-theoretical perspectives on Open Strategy: implications of a strong programme Violetta Splitter, David Seidl and Richard Whittington; 14. A sensemaking perspective on Open Strategy Nicolas Bencherki, Joelle Basque and Linda Rouleau; 15. A dialogic perspective on Open Strategy Loizos Heracleous; 16. A social network perspective on Open Strategy Julia Hautz; 17. An institutional perspective on Open Strategy: strategy in world society Jan Goldenstein and Peter Walgenbach; Part V. Challenges of Open Strategy: 18. The politics of openness Stewart Clegg, Mark Van Rijmenam and Jochen Schweitzer; 19. The relation between openness and closure in Open Strategy: programmatic and constitutive approaches to openness Laura Dobusch and Leonhard Dobusch.

'Open Strategy is a thought-provoking and even revolutionary book. The authors penetrate to the core of strategy making by asking a deceptively simple question: who can or should make strategy? Must reading for those who want to be on the front line of the newest and perhaps most controversial idea in strategy.' Kathleen M. Eisenhardt, S. W. Ascherman M. D. Professor of Strategy, Stanford University, California