TY  - CHAP
AB  - Recently, openness has become a new approach in strategizing as ownership and control of internal assets are no longer vital to achieving competitive advantage (Chesbrough & Appleyard, 2007). Nowadays, knowledge is widespread and open systems are generally regarded as beneficial in terms of organizational design and work culture. However, openness also comes with politics and it is not a practice that will necessarily be welcomed by all. Openness changes the power dynamics within an organization; there are critics as well as friends, as we shall explore. Openness is a process that can change over time, becoming more or less open as events occur and contingencies or actors change. We are interested in how dominant organizational actors can seemingly manipulate ?open systems' strategically.
AU  - Clegg, SR
AU  - van Rijmenam, MH
AU  - Schweitzer, J
DA  - 2019/07/01
DO  - 10.1017/9781108347921.019
ED  - 1st
EP  - 325
JO  - Cambridge Handbook of Open Strategy
PB  - Cambridge University Press
PY  - 2019/07/01
SP  - 307
TI  - The Politics of Openness
VL  - 1
Y1  - 2019/07/01
Y2  - 2026/06/14
ER  -