Book contents
- Cambridge Handbook of Open Strategy
- Cambridge Handbook of Open Strategy
- Copyright page
- Contents
- Figures
- Tables
- Introduction
- Part I The Concept of Open Strategy
- Part II Practices of Open Strategy
- Part III Technological Assemblages for Open Strategy
- Part IV Theoretical Perspectives
- Chapter 13 Practice-Theoretical Perspectives on Open Strategy: Implications of a Strong Programme
- Chapter 14 A Sensemaking Perspective on Open Strategy
- Chapter 15 A Dialogic Perspective on Open Strategy
- Chapter 16 A Social Network Perspective on Open Strategy
- Chapter 17 An Institutional Perspective on Open Strategy: Strategy in World Society
- Part V Challenges of Open Strategy
- Index
- References
Chapter 16 - A Social Network Perspective on Open Strategy
from Part IV - Theoretical Perspectives
Published online by Cambridge University Press: 13 July 2019
- Cambridge Handbook of Open Strategy
- Cambridge Handbook of Open Strategy
- Copyright page
- Contents
- Figures
- Tables
- Introduction
- Part I The Concept of Open Strategy
- Part II Practices of Open Strategy
- Part III Technological Assemblages for Open Strategy
- Part IV Theoretical Perspectives
- Chapter 13 Practice-Theoretical Perspectives on Open Strategy: Implications of a Strong Programme
- Chapter 14 A Sensemaking Perspective on Open Strategy
- Chapter 15 A Dialogic Perspective on Open Strategy
- Chapter 16 A Social Network Perspective on Open Strategy
- Chapter 17 An Institutional Perspective on Open Strategy: Strategy in World Society
- Part V Challenges of Open Strategy
- Index
- References
Summary
Social network theory has been suggested to offer a particularly suitable perspective for studying both the emergence of increased openness in strategy processes as well as its consequences at multiple levels (Hautz, 2017; Hautz et al., 2017). Social network research and analysis have featured in the social sciences for nearly a century (Borgatti et al., 2009), but their application in an organizational context has increased significantly in recent years, undergoing exponential growth (Borgatti & Foster, 2003; Phelps et al., 2012). This dramatic increase is part of a general shift of research toward more relational, contextual, and systemic understandings (Borgatti & Foster, 2003). In this context, social networks offer a diverse repertoire of theories and frameworks to describe, analyze, and explain the behaviors and consequences that emerge from increased transparency and inclusion in strategy processes. These two dimensions of Open Strategy are based on concepts central to the network perspective, as they refer to increased internal and external transfer of strategic information and to external and internal exchange of information, views, and proposals intended to shape the continued evolution of an organization’s strategy (Whittington et al., 2011; Hautz et al., 2017).
- Type
- Chapter
- Information
- Cambridge Handbook of Open Strategy , pp. 272 - 288Publisher: Cambridge University PressPrint publication year: 2019
References
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