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 14 - A Sensemaking Perspective on Open Strategy
from Part IV - Theoretical Perspectives
Published online by Cambridge University Press: 13 July 2019
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
Summary
Open Strategy, both as a set of processes and practices, and as an emerging academic field, “promises increased transparency and inclusion regarding strategic issues, engaging both internal and external stakeholders” (Hautz et al., 2017: 298; see also Whittington et al., 2011). Open contexts, by involving greater transparency and inclusiveness, strongly impact the way multiple stakeholders make sense of strategy or, in other words, negotiate, disseminate, or even contest the issues at play in strategic change. The diversity that openness brings to the strategic table – a diversity of people (inclusion) but also of information and of perspectives (transparency) – offers organizations more possibilities to help them to make sense of their complex environment (Seidl & Werle, 2018). To uphold the dual promise of inclusion and transparency, Open Strategy would therefore benefit from sensemaking research’s attention to the detailed practices through which people form a shared understanding.
- Type
- Chapter
- Information
- Cambridge Handbook of Open Strategy , pp. 241 - 258Publisher: Cambridge University PressPrint publication year: 2019
References
Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S., & Vaara, E. (2014). Placing strategy discourse in context: Sociomateriality, sensemaking, and power. Journal of Management Studies, 51(2), 175–201.CrossRefGoogle Scholar
Balogun, J., & Johnson, G. (2004). Organizational restructuring and middle manager sensemaking. The Academy of Management Journal, 47(4), 523–549.Google Scholar
Benoit-Barné, C., & Cooren, F. (2009). The accomplishment of authority through presentification: How authority is distributed among and negotiated by organizational members. Management Communication Quarterly, 23(1), 5–31.Google Scholar
Birkinshaw, J. (2017). Reflections on open strategy. Long Range Planning, 50(3), 423–426.Google Scholar
Bowman, G. (2016). The practice of scenario planning: An analysis of inter- and intra-organizational strategizing: The practice of scenario planning. British Journal of Management, 27(1), 77–96.CrossRefGoogle Scholar
Brown, A. D., Colville, I., & Pye, A. (2015). Making sense of sensemaking in organization studies. Organization Studies, 36(2), 265–277.CrossRefGoogle Scholar
Bryson, J. M., Crosby, B. C., & Bryson, J. K. (2009). Understanding strategic planning and the formulation and implementation of strategic plans as a way of knowing: The contributions of Actor-Network Theory. International Public Management Journal, 12(2), 172–207.CrossRefGoogle Scholar
Callon, M. (1986). Some elements of a sociology of translation: domestication of the scallops and the fishermen of St Brieuc Bay. In Law, J. (Ed.), Power, action and belief: A new sociology of knowledge? (pp. 196–223). London: Routledge.Google Scholar
Chreim, S., & Tafaghod, M. (2012). Contradiction and sensemaking in acquisition integration. The Journal of Applied Behavioral Science, 48(1), 5–32.Google Scholar
Colville, I., Pye, A., & Carter, M. (2013). Organizing to counter terrorism: Sensemaking amidst dynamic complexity. Human Relations, 66(9), 1201–1223.CrossRefGoogle Scholar
Cooper, R. (2005). Peripheral vision relationality. Organization Studies, 26(11), 1689–1710.Google Scholar
Cooren, F. (2010). Action and agency in dialogue: Passion, ventriloquism and incarnation. Amsterdam/Philadelphia: John Benjamins.Google Scholar
Cooren, F., Bencherki, N., Chaput, M., & Vásquez, C. (2015). The communicative constitution of strategy-making: Exploring fleeting moments of strategy. In Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (Eds.), The Cambridge handbook of strategy as practice (pp. 370–393). Cambridge: Cambridge University Press.Google Scholar
Corley, K. G., & Gioia, D. A. (2004). Identity ambiguity and change in the wake of a corporate spin-off. Administrative Science Quarterly, 49(2), 173–208.Google Scholar
Corvellec, H., & Risberg, A. (2007). Sensegiving as mise-en-sens – The case of wind power development. Scandinavian Journal of Management, 23(3), 306–326.Google Scholar
Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), 25–32.Google Scholar
Emirbayer, M. (1997). Manifesto for a relational sociology. American Journal of Sociology, 103(2), 281–317.Google Scholar
Fenton, C., & Langley, A. (2011). Strategy as practice and the narrative turn. Organization Studies, 32(9), 1171–1196.Google Scholar
Flyvbjerg, B. (2006). Five misunderstandings about case-study research. Qualitative Inquiry, 12(2), 219–245.CrossRefGoogle Scholar
Garreau, L., Mouricou, P., & Grimand, A. (2015). Drawing on the map: An exploration of strategic sensemaking/giving practices using visual representations: Drawing on the map. British Journal of Management, 26(4), 689–712.Google Scholar
Gegenhuber, T., & Dobusch, L. (2017). Making an impression through openness: How open strategy-making practices change in the evolution of new ventures. Long Range Planning, 50(3), 337–354.Google Scholar
Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12(6), 433–448.CrossRefGoogle Scholar
Gylfe, P., Franck, H., Lebaron, C., & Mantere, S. (2016). Video methods in strategy research: Focusing on embodied cognition. Strategic Management Journal, 37(1), 133–148.CrossRefGoogle Scholar
Hardy, C., & Maguire, S. (2010). Discourse, field-configuring events, and change in organizations and institutional fields: Narratives of DDT and the Stockholm Convention. Academy of Management Journal, 53(6), 1365–1392.Google Scholar
Hautz, J., Seidl, D., & Whittington, R. (2017). Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning, 50(3), 298–309.CrossRefGoogle Scholar
Hopkinson, G. C. (2001). Influence in marketing channels: A sense-making investigation. Psychology & Marketing, 18(5), 423–444.Google Scholar
Hutter, K., Nketia, B. A., & Füller, J. (2017). Falling short with participation – Different effects of ideation, commenting, and evaluating behavior on open strategizing. Long Range Planning, 50(3), 355–370.CrossRefGoogle Scholar
Huzzard, T. (2004). Communities of domination? Reconceptualising organisational learning and power. Journal of Workplace Learning, 16(6), 350–361.Google Scholar
Jarzabkowski, P., & Wolf, C. (2015). An activity theory approach to strategy as practice. In Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (Eds.), Cambridge handbook of strategy as practice (2nd ed., pp. 165–183). Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Kuhn, T. R., Ashcraft, K. L., & Cooren, F. (2017). The work of communication: Relational perspectives on working and organizing in contemporary capitalism. New York: Routledge, Taylor & Francis Group.Google Scholar
Latour, B. (1986). Visualisation and cognition: Drawing things together. Knowledge and Society Studies in the Sociology of Culture Past and Present, 6, 1–40.Google Scholar
Latour, B. (1987). Science in action: How to follow scientists and engineers through society. Cambridge, MA: Harvard University Press.Google Scholar
Mack, D. Z., & Szulanski, G. (2017). Opening up: How centralization affects participation and inclusion in strategy making. Long Range Planning, 50(3), 385–396.Google Scholar
Maitlis, S. (2005). The social processes of organizational sensemaking. The Academy of Management Journal, 48(1), 21–49.Google Scholar
Maitlis, S., & Christianson, M. (2014). Sensemaking in organizations: Taking stock and moving forward. The Academy of Management Annals, 8(1), 57–125.CrossRefGoogle Scholar
Maitlis, S., & Sonenshein, S. (2010). Sensemaking in crisis and change: Inspiration and insights from Weick (1988). Journal of Management Studies, 47(3), 551–580.Google Scholar
Mondada, L. (2011). Understanding as an embodied, situated and sequential achievement in interaction. Journal of Pragmatics, 43(2), 542–552.Google Scholar
Monin, P., Noorderhaven, N., Vaara, E., & Kroon, D. (2013). Giving sense to and making sense of justice in postmerger integration. Academy of Management Journal, 56(1), 256–284.Google Scholar
Nketia, B. A. (2016). The influence of open strategizing on organizational members’ commitment to strategy. Procedia – Social and Behavioral Sciences, 235, 473–483.CrossRefGoogle Scholar
Phillips, N., Sewell, G., & Jaynes, S. (2008). Applying critical discourse analysis in strategic management research. Organizational Research Methods, 11(4), 770–789.Google Scholar
Piette, I., Rouleau, L., & Basque, J. (2014). Credibility and defamiliarization in strategic plans: A narrative analysis. Academy of Management Annual Meeting Proceedings, 2014(1), 1021–1026.Google Scholar
Radaelli, G., & Sitton-Kent, L. (2016). Middle managers and the translation of new ideas in organizations: A review of micro-practices and contingencies: Middle managers and new ideas. International Journal of Management Reviews, 18(3), 311–332.CrossRefGoogle Scholar
Renaud, G. E., Ghadiri, D. P., Labelle, V., & Rouleau, L. (2016). Embodying and materializing strategic change through live presentations. Academy of Management Annual Meeting Proceedings, 2016(1), 1–1.Google Scholar
Ritella, G., & Ligorio, M. B. (2016). Investigating chronotopes to advance a dialogical theory of collaborative sensemaking. Culture & Psychology, 22(2), 216–231.Google Scholar
Rouleau, L. (2005). Micro-practices of strategic sensemaking and sensegiving: How middle managers interpret and sell change every day. Journal of Management Studies, 42(7), 1413–1441.Google Scholar
Rouleau, L., & Balogun, J. (2011). Middle managers, strategic sensemaking, and discursive competence. Journal of Management Studies, 48(5), 953–983.Google Scholar
Sandberg, J., & Tsoukas, H. (2015). Making sense of the sensemaking perspective: Its constituents, limitations, and opportunities for further development. Journal of Organizational Behavior, 36(S1), S6–S32.Google Scholar
Seidl, D., & Werle, F. (2018). Inter-organizational sensemaking in the face of strategic meta-problems: Requisite variety and dynamics of participation. Strategic Management Journal, 39(3), 630–858.Google Scholar
Selsky, J. W., & Parker, B. (2005). Cross-sector partnerships to address social issues: Challenges to theory and practice. Journal of Management, 31(6), 849–873.CrossRefGoogle Scholar
Smith, P. (2016). Boundary emergence in inter-organizational innovation: The influence of strategizing, identification and sensemaking. European Journal of Innovation Management, 19(1), 47–71.Google Scholar
Sonenshein, S. (2006). Crafting social issues at work. The Academy of Management Journal, 49(6), 1158–1172.Google Scholar
Steen, J., Coopmans, C., & Whyte, J. (2006). Structure and agency? Actor-Network Theory and strategic organization. Strategic Organization, 4(3), 303–312.Google Scholar
Tao, Y., & Tombros, A. (2017). How collaborators make sense of tasks together: A comparative analysis of collaborative sensemaking behavior in collaborative information-seeking tasks. Journal of the Association for Information Science and Technology, 68(3), 609–622.Google Scholar
Taylor, J. R., & Van Every, E. J. (2000). The emergent organization: Communication as its site and surface. Mahwah, NJ: Lawrence Erlbaum Associates.Google Scholar
Teulier, R., & Rouleau, L. (2013). Middle managers’ sensemaking and interorganizational change initiation: Translation spaces and editing practices. Journal of Change Management, 13(3), 308–337.Google Scholar
Vásquez, C., Bencherki, N., Cooren, F., & Sergi, V. (2018). From “matters of concern” to “matters of authority”: Reflecting on the performativity of strategy in writing a strategic plan. Long-Range Planning, 51(3), 417–435.Google Scholar
Weick, K. E. (1979). The social psychology of organizing (2nd ed.). Reading, MA: Addison-Wesley.Google Scholar
Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage Publications.Google Scholar
Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization Science, 16(4), 409–421.Google Scholar
Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731–735.CrossRefGoogle Scholar
Whittington, R., Cailluet, L., & Yakis‐Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management, 22(3), 531–544.Google Scholar
Whittington, R., Yakis‐Douglas, B., & Ahn, K. (2016). Cheap talk? Strategy presentations as a form of chief executive officer impression management. Strategic Management Journal, 37(12), 2413–2424.Google Scholar
- 4
- Cited by