Cambridge Handbook of Open Strategy
Herausgeber: Krogh, Georg Von; Whittington, Richard; Seidl, David
Cambridge Handbook of Open Strategy
Herausgeber: Krogh, Georg Von; Whittington, Richard; Seidl, David
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Offers a comprehensive overview of the different practices and challenges of Open Strategy, as well as the diverse applicable research perspectives.
Offers a comprehensive overview of the different practices and challenges of Open Strategy, as well as the diverse applicable research perspectives.
Produktdetails
- Produktdetails
- Verlag: Cambridge University Press
- Seitenzahl: 354
- Erscheinungstermin: 18. Juli 2019
- Englisch
- Abmessung: 250mm x 175mm x 24mm
- Gewicht: 792g
- ISBN-13: 9781108424868
- ISBN-10: 1108424864
- Artikelnr.: 55393146
- Verlag: Cambridge University Press
- Seitenzahl: 354
- Erscheinungstermin: 18. Juli 2019
- Englisch
- Abmessung: 250mm x 175mm x 24mm
- Gewicht: 792g
- ISBN-13: 9781108424868
- ISBN-10: 1108424864
- Artikelnr.: 55393146
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.
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.
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.
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.