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Leonhard Dobusch

University of Innsbruck
Panel Symposium "Inclusive Strategy: Opening Strategy to the Middle, Below and B...
<1>



Openness as organizing outside organizations
CO
M
M
ERCIAL
BREAK
Ahrne, G., & Brunsson, N. (eds.),
Organisation outside Organizations: The
Abundance of Partial Organis...
Quelle: David Lerner, https://en.wikipedia.org/wiki/File:Internet_troll.jpg, http://creativecommons.org/licenses/by-sa/3.0...
Quelle: David Lerner, https://en.wikipedia.org/wiki/File:Internet_troll.jpg, http://creativecommons.org/licenses/by-sa/3.0...
<2>



From Degrees to Paradoxes of Openness
Quelle: David Lerner, https://en.wikipedia.org/wiki/File:Internet_troll.jpg, http://creativecommons.org/licenses/by-sa/3.0...
<3>



Outlook
Organizing openness requires and allows 

dealing with organizationality outside organizations
Two implications:
Tensions ...
CONTACT
E-mail: 

Leonhard.Dobusch@uibk.ac.at
Twitter:
@leonidobusch
Websites:

bit.ly/LD-UIBK // www.dobusch.net
Research...
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Inclusive Strategy: Dilemmas Beyond Organizational Boundaries

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Talk at the Panel Symposium "Inclusive Strategy: Opening Strategy to the Middle, Below and Beyond“, 
Academy of Management Annual Meeting, August 12, 2019, Boston, MA

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Inclusive Strategy: Dilemmas Beyond Organizational Boundaries

  1. 1. Leonhard Dobusch
 University of Innsbruck Panel Symposium "Inclusive Strategy: Opening Strategy to the Middle, Below and Beyond“ 
 Academy of Management Annual Meeting, August 12, 2019, Boston, MA INCLUSIVE STRATEGY: 
 DILEMMAS BEYOND ORGANIZATIONAL BOUNDARIES
  2. 2. <1>
 
 Openness as organizing outside organizations
  3. 3. CO M M ERCIAL BREAK Ahrne, G., & Brunsson, N. (eds.), Organisation outside Organizations: The Abundance of Partial Organisation in Social Life. Cambridge: Cambridge University Press
  4. 4. Quelle: David Lerner, https://en.wikipedia.org/wiki/File:Internet_troll.jpg, http://creativecommons.org/licenses/by-sa/3.0/ Mind the Organizationality of the OUTSIDE CROWD actors do not share interpersonal ties but are mainly related to the focal organization in some form (e.g. customers, fans, etc.) Networks of interrelated actors, who may engage in interpersonal exchange and share social ties or a common identity COMMUNITY
  5. 5. Quelle: David Lerner, https://en.wikipedia.org/wiki/File:Internet_troll.jpg, http://creativecommons.org/licenses/by-sa/3.0/ Mind the Organizationality of the OUTSIDE From tensions of commitment 
 to tensions of escalation 
 (Hautz et al., 2017) CROWD Growing tensions of empowerment (overburdening)
 (Hautz et al., 2017) COMMUNITYL. Dobusch, J. Kapeller / Long Range Planning 51 (2018) 561e579 Source:Dobusch&Kapeller(2018)
  6. 6. <2>
 
 From Degrees to Paradoxes of Openness
  7. 7. Quelle: David Lerner, https://en.wikipedia.org/wiki/File:Internet_troll.jpg, http://creativecommons.org/licenses/by-sa/3.0/ Openness and Closure as CONSTITUTIVE Analyzing the paradoxical nature of openness (and closure) by focusing on legitimate forms closure. e.g., restricting scope of topics to increase number of potential participants (Dobusch, Kremser, Seidl, & Werle, 2018) IIIOpenness and closure as inextricably linked and interacting with each other >> degree of openness depends on / interacts with organizationality of the outside
  8. 8. <3>
 
 Outlook
  9. 9. Organizing openness requires and allows 
 dealing with organizationality outside organizations Two implications: Tensions associated with openness differ with respect to different forms/qualities of external organizationality Various types of closure offer ways to address tensions of openness in these contexts
  10. 10. CONTACT E-mail: 
 Leonhard.Dobusch@uibk.ac.at Twitter: @leonidobusch Websites:
 bit.ly/LD-UIBK // www.dobusch.net Research blogs:
 governancexborders.com // osconjunction.net

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