Abstract

Four basic orientations capture open strategy-as-practice that are not only transparent to but also 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 important quest for the organizational purpose.

Publication Type:	Book Section
Additional Information:	This version is the Submitted Manuscript Under Review. This material is to be published in Handbook of Open Strategy by R. Whittington, G. Von Krogh & D. Seidl (Eds.). This version is free to view and download for personal use only. Not for re-distribution, re-sale or use in derivative works. © Cambridge University Press.
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Departments:	Bayes Business School > Management

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