Dual strategy process in open strategizing

Jing Cai* (Corresponding Author), J. Ignacio Canales

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

Abstract

This paper inductively unravels the dual process of open strategy by delving into the relationships between transparency and inclusion from a longitudinal case study. Drawing on these data, we theorize that strategy transparency affects inclusion instead of shaping the success of platform match-making services directly. By disentangling transparency into transparency of procedures and of the participants’ assets/resources, and inclusion into the range of participants, participant entitlement and participant commitment, we map how subdimensions of open strategy influences one another. Specifically, procedural transparency influences the range of participants and participant entitlement, while transparency of the participants’ assets/resources affects participant commitment. In return, inclusion influences the development of three attributes of participants’ assets/resources: variety, density and usability, which are key to platform match-making success. Our findings also suggest that open strategy does not exert a one-way influence on the development of participants’ assets/resources. Instead, strategy and the attributes of articipants’ assets/resources are both the medium and the outcome of recursive interactions, suggesting that experimentation and reflective learning help refine open strategizing.
Original languageEnglish
Article number102177
JournalLong Range Planning
Early online date11 Dec 2021
DOIs
Publication statusE-pub ahead of print - 11 Dec 2021

Keywords

  • open strategy
  • inclusion
  • transparency
  • product development
  • strategy process

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