Open strategy and information technology

Josh Morton*, Alex Wilson, Robert D. Galliers, Marco Marabelli

*Corresponding author for this work

Research output: Chapter in Book/Report/Conference proceedingChapter

6 Citations (Scopus)

Abstract

Open Strategy has drawn increasing attention in recent years. A growing number of studies have captured greater transparency and heightened inclusion in the strategic practices of contemporary organizations (e.g., Whittington et al., 2011; Hautz et al., 2017). It is often Information Technology (IT) that can facilitate involvement of a wider range of stakeholders in the generation of strategic content and knowledge (Chesbrough & Appleyard, 2007; Wulf & Butel, 2016), and in the practice of strategy (Whittington et al., 2011; Whittington, 2014). However, despite the widely recognized role of such technology as online platforms (Malhotra et al., 2017) and social media (Huang et al., 2013; Baptista et al., 2017) in enabling openness in strategy, literature with an explicit focus on IT has been surprisingly sparse to date (Tavakoli et al., 2015; 2017). Thus far, most papers have been published in Management and Strategic Management outlets (e.g., Whittington et al., 2011; Stieger et al., 2012; Seidl & Werle, 2017), including a special issue on Open Strategy in Long Range Planning (e.g., Hautz et al., 2017).
Original languageEnglish
Title of host publicationCambridge Handbook of Open Strategy
EditorsDavid Seidl, Georg von Krogh, Richard Whittington
PublisherCambridge University Press
Chapter10
Pages169-185
Number of pages17
ISBN (Electronic)9781108347921
ISBN (Print)9781108424868
DOIs
Publication statusPublished - 13 Jul 2019

ASJC Scopus subject areas

  • Economics, Econometrics and Finance(all)
  • Business, Management and Accounting(all)

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