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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Book Chapter_The Politics of Openness_Bookfront Matter.pdf	Published version	360.39 kB	Adobe PDF	View/Open
Book Chapter_The Politics of Openness_Introduction.pdf		686.05 kB	Adobe PDF	View/Open
Book Chapter_The Politics of Openness_Chapter.pdf	Published version	2.52 MB	Adobe PDF	View/Open

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Field	Value	Language
dc.contributor.author	Clegg, SR
dc.contributor.author	van Rijmenam, MH
dc.contributor.author	Schweitzer, J https://orcid.org/0000-0002-3145-721X
dc.contributor.editor	Seidl, D
dc.contributor.editor	Whittington, R
dc.contributor.editor	Von Krogh, G
dc.date.accessioned	2020-04-30T04:17:28Z
dc.date.available	2020-04-30T04:17:28Z
dc.date.issued	2019-07-01
dc.identifier.citation	Cambridge Handbook of Open Strategy, 2019, 1st, 1, pp. 307-325
dc.identifier.isbn	9781108424868
dc.identifier.uri	http://hdl.handle.net/10453/140344
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.
dc.format.extent	18
dc.language	en
dc.publisher	Cambridge University Press
dc.relation.ispartof	Cambridge Handbook of Open Strategy
dc.relation.isbasedon	10.1017/9781108347921.019
dc.rights	info:eu-repo/semantics/closedAccess
dc.title	The Politics of Openness
dc.type	Chapter
utslib.citation.volume	1
utslib.citation.edition	1st
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	/University of Technology Sydney/Students
utslib.copyright.status	closed_access	*
pubs.consider-herdc	true
dc.date.updated	2020-04-30T04:17:22Z
pubs.edition	1st
pubs.publication-status	Published
pubs.volume	1
utslib.start-page	307

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/10453/140344