The Politics of Openness

Clegg, SR; van Rijmenam, MH; Schweitzer, J

The Politics of Openness

Clegg, SR

van Rijmenam, MH

Schweitzer, J

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Publisher:: Cambridge University Press
Publication Type:: Chapter
Citation:: Cambridge Handbook of Open Strategy, 2019, 1st, 1 pp. 307 - 325
Issue Date:: 2019-07-01

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Field	Value	Language
dc.contributor.author	Clegg, SR https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	van Rijmenam, MH https://orcid.org/0000-0002-5382-4164	en_US
dc.contributor.author	Schweitzer, J https://orcid.org/0000-0002-3145-721X	en_US
dc.contributor.editor	Seidl, D	en_US
dc.contributor.editor	Whittington, R	en_US
dc.contributor.editor	Von Krogh, G	en_US
dc.date.available	2020-05-25T19:20:03Z
dc.date.issued	2019-07-01	en_US
dc.identifier.citation	Cambridge Handbook of Open Strategy, 2019, 1st, 1 pp. 307 - 325	en_US
dc.identifier.isbn	9781108424868	en_US
dc.identifier.uri	http://hdl.handle.net/10453/127723
dc.description.abstract	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.	en_US
dc.publisher	Cambridge University Press	en_US
dc.relation.ispartof	Cambridge Handbook of Open Strategy	en_US
dc.relation.isbasedon	10.1017/9781108347921.019	en_US
dc.title	The Politics of Openness	en_US
dc.type	Chapter
utslib.citation.volume	1	en_US
utslib.citation.edition	1st	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	/University of Technology Sydney/Students
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.edition	1st	en_US
pubs.publication-status	Published	en_US
pubs.volume	1	en_US

Abstract:

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.

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http://hdl.handle.net/10453/127723