The politics of openness
- Cambridge University Press
- Publication Type:
- Cambridge Handbook of Open Strategy, 2019, 1st
- Issue Date:
Files in This Item:
|Clegg Rijmenam Schweitzer - The Politics of Openness - accepted manuscript.pdf||Accepted Manuscript version||312.65 kB|
Copyright Clearance Process
- Recently Added
- In Progress
- Open Access
This item is currently unavailable due to the publisher's embargo.
The embargo period expires on 1 Jul 2019
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.
Please use this identifier to cite or link to this item: