Strategie Openness of Enterprises and IT Management Support Systems
DOI:
https://doi.org/10.33119/SIP.2019.175.16Keywords:
strategic openness, open strategy, IT systems and tools, strategy support, strategizingAbstract
The paper is devoted to contemporary challenges in the field of strategie management, in particular, to critical approach to the achieving of competitive advantage based on key resources. It embraces the issue of strategic openness of enterprises, which has been attracting increasingly more interest of re- searchers, in particular in foreign literature. The concept of the Open Strategy (OS) has been devel- oped with the largest and modern corporations in mind, which is why it has already loudly resonated in business practice. The implementation of the assumptions of the OS concept forces out multilateral use of IT systems and tools implemented within them that build up social engagement by fostering the relationships of not only owners and managers but also other stakeholder relations. The goal of the paper is to discuss the assumptions of the Open Strategy concept, review IT systems that can pro- vide support in its implementation, and identify how individual tools can help in developing strategic openness also in Polish enterprises.
Downloads
Download data is not yet available.
References
1. Alexy O., West J., Klapper H., Reitzig M. [2018], Surrendering Control to Gain Advantage: Reconciling Openness and the Resource-Based View of the Firm, „Strategic Management Jour¬nal”, 39(6), s. 1704-1727.
2. Amrollahi A., Ghapanchi A.H., Talaei-Khoei A. [2014], Using Crowdsourcing Tools for Imple- menting Open Strategy: A Case Study in Education, 20th Americas Conference on Informa¬tion Systems, AMCIS.
3. Appleyard M.M., Chesbrough H.W. [2017], The Dynamics of Open Strategy: From Adoption to Reversion, „Long Range Planning”, 50(3), s. 310-321.
4. Baptista J., Wilson A.D., Galliers R.D., Bynghall S. [2017]. SocialMedia and the Emergence of Reflexiveness as a New Capability for Open Strategy, „Long Range Planning”, 50(3), s. 322-336.
5. Birkinshaw J. [2017]. Reflections on Open Strategy, „Long Range Planning”, 50(3), s. 423-426.
6. Brenk S., Burmeister C., Luettgens D., Piller F.T. [2018], Value Creation Openness: A New Perspective on Business Model Design and Competitive Advantage, Academy of Management Proceedings, vol. 2018, no. 1, s. 11534.
7. Chesbrough H.W., Appleyard M.M. [2007], Open Innovation and Strategy, „California Management Review”, 50(1), s. 57-77.
8. Dobusch L., Kapeller J. [2018]. Open Strategy-Making with Crowds and Communities: Comparing Wikimedia and Creative Commons, „Long Range Planning”, 51(4), s. 561-579.
9. Dobusch L., Seidl D., Werle F. [2015], Opening up the Strategy-Making Process: Comparing open strategy to open innovation, University of Zurich, Institute of Business Administration, UZH Business Working Paper no. 359, https://papers.ssrn.com/sol3/papers.cfm?abstract_ id=2686618
10. Doz Y., Kosonen M. [2008], The Dynamics of Strategic Agility: Nokias Rollercoaster Experience, „California Management Review”, 50(3), s. 95-118.
11. 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, s. 337-354.
12. Hautz J. [2017], Opening up the Strategy Processa Network Perspective, „Management Deci- sion”, 55(9), s. 1956-1983.
13. Hautz J., Seidl D., Whittington R. [2017]. Open Strategy: Dimensions, Dilemmas, Dynamics, „Long Range Planning”, 50(3), s. 298-309.
14. Kozarkiewicz A. [2018]. Between it and Societal Shift: Preconditions of Open Strategizing, „Management Sciences. Nauki o Zarządzaniu”, 23(4), s. 3-8.
15. Luedicke M.K., Husemann K.C., Furnari S., Ladstaetter F. [2017], Radically Open Strategizing: How the Premium Cola Collective Takes Open Strategy to the Extreme, „Long Range Planning”, 50(3), s. 371-384.
16. Mack D.Z., Szulanski G. [2017], Opening up: How Centralization Affects Participation and Inclusion in Strategy Making, „Long Range Planning”, 50(3), s. 385-396.
17. Malhotra A., Majchrzak A., Niemiec R.M. [2017], Using Public Crowds for Open Strategy For- mulation: Mitigating the Risks of Knowledge Gaps, „Long Range Planning”, 50(3), s. 397-410.
18. Matzler K., Fuller J., Hutter K., Hautz J., Stieger D. [2014], Open Strategy: Towards a Research, Agenda, European Conference on Information Systems (ECIS).
19. Morton J., Amrollahi A. [2018], Open Strategy Intermediaries? A Framework for Understanding the Role of Facilitators in Open Strategy-Making, Proceedings of the Twenty-Sixth European Conference on Information Systems (ECIS), Association for Information Systems.
20. Morton J., Wilson A.D., Galliers R.D., Marabelli M. [2017], Open Strategy and IT: A Review and Research Agenda, 3 rd EGOS Colloquium, Copenhagen, Denmark, 6th-8th July.
21. Schlagwein D., Conboy K., Feller J., Leimeister J.M., Morgan L. [2017], “Openness” with and without Information Technology: A Framework and a Brief History, „Journal of Information Technology”, 32, s. 297-305.
22. Schmitt R. [2010], Dealing with Wicked Issues: Open Strategizing and the Camisea Case, „Jour¬nal Business Ethics”, 96, s. 11-19, doi: 10.1007/s10551-011-0938-2
23. Spee A.P., Jarzabkowski P. [2009], Strategy Tools as Boundary Objects, „Strategic Organiza- tion”, 7(2), s. 223-232, doi: 10.1177/1476127009102674
24. Stańczyk-Hugiet E. [2014], Pole eksploracji Strategy as Practice International Network, „Prace Naukowe Wałbrzyskiej Wyższej Szkoły Zarządzania i Przedsiębiorczości”, 27 (2), s. 85-97.
25. Stieger D., Matzler K., Chatterjee S., Ladstaetter-Fussenegger F. [2012], DemocratizingStrategy: How Crowdsourcing Can Be Used for Strategy Dialogues, „California Management Review” 54(4), s. 44-69.
26. Sus A. [2017]. Mikro-i otwarta strategia-kontekst ekosystemu, „Organizacja i Kierowanie”, 2(176), s. 79-91.
27. Tavakoli A., Schlagwein D., Schoder D. [2015], Open Strategy: Consolidated Definition and Processual Conceptualization, Thirty-Sixth International Conference on Information Sys-tems, Fort Worth.
28. Tavakoli A., Schlagwein D., Schoder D. [2017]. Open Strategy: Literature Review, Re-Analy- sis of Cases and Conceptualisation as a Practice, „Journal of Strategic Information Systems”, 26(3), s. 163-184.
29. Weinert A. [2018], Zaawansowanie przedsiębiorstw w zakresie informacyjnego wspomagania wyborów strategicznych, rozprawa doktorska napisana pod kierunkiem prof. dr hab. E. Urbanowskiej-Sojkin, prof. UEP, Uniwersytet Ekonomiczny w Poznaniu.
30. West J., Bogers M. [2017], Open Innovation: Current Status and Research Opportunities, „Innovation”, 19(1), s. 43-50.
31. Whittington R. [2006], Completing the Practice Turn in Strategy Research, „Organization Stu- dies”, 27(5), s. 613-634.
32. Whittington R. [2014], Information Systems Strategy and Strategy-as-Practice: A Joint Agenda, „Journal of Strategic Information Systems”, 23, s. 87-91.
33. Whittington R., Cailluet L., Yakis-Douglas B. [2011], Opening Strategy: Evolution of a Preca- rious Profession, „British Journal of Management”, 22(3), s. 531-544.
34. www.openstrategynetwork.com
35. Yakis-Douglas B., Angwin D., Ahn K., Meadows M. [2017], OpeningM&A Strategy to Inve- stors: Predictors and Outcomes of Transparency during Organisational Transition, „Long Range Planning”, 50(3), s. 411-422.
2. Amrollahi A., Ghapanchi A.H., Talaei-Khoei A. [2014], Using Crowdsourcing Tools for Imple- menting Open Strategy: A Case Study in Education, 20th Americas Conference on Informa¬tion Systems, AMCIS.
3. Appleyard M.M., Chesbrough H.W. [2017], The Dynamics of Open Strategy: From Adoption to Reversion, „Long Range Planning”, 50(3), s. 310-321.
4. Baptista J., Wilson A.D., Galliers R.D., Bynghall S. [2017]. SocialMedia and the Emergence of Reflexiveness as a New Capability for Open Strategy, „Long Range Planning”, 50(3), s. 322-336.
5. Birkinshaw J. [2017]. Reflections on Open Strategy, „Long Range Planning”, 50(3), s. 423-426.
6. Brenk S., Burmeister C., Luettgens D., Piller F.T. [2018], Value Creation Openness: A New Perspective on Business Model Design and Competitive Advantage, Academy of Management Proceedings, vol. 2018, no. 1, s. 11534.
7. Chesbrough H.W., Appleyard M.M. [2007], Open Innovation and Strategy, „California Management Review”, 50(1), s. 57-77.
8. Dobusch L., Kapeller J. [2018]. Open Strategy-Making with Crowds and Communities: Comparing Wikimedia and Creative Commons, „Long Range Planning”, 51(4), s. 561-579.
9. Dobusch L., Seidl D., Werle F. [2015], Opening up the Strategy-Making Process: Comparing open strategy to open innovation, University of Zurich, Institute of Business Administration, UZH Business Working Paper no. 359, https://papers.ssrn.com/sol3/papers.cfm?abstract_ id=2686618
10. Doz Y., Kosonen M. [2008], The Dynamics of Strategic Agility: Nokias Rollercoaster Experience, „California Management Review”, 50(3), s. 95-118.
11. 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, s. 337-354.
12. Hautz J. [2017], Opening up the Strategy Processa Network Perspective, „Management Deci- sion”, 55(9), s. 1956-1983.
13. Hautz J., Seidl D., Whittington R. [2017]. Open Strategy: Dimensions, Dilemmas, Dynamics, „Long Range Planning”, 50(3), s. 298-309.
14. Kozarkiewicz A. [2018]. Between it and Societal Shift: Preconditions of Open Strategizing, „Management Sciences. Nauki o Zarządzaniu”, 23(4), s. 3-8.
15. Luedicke M.K., Husemann K.C., Furnari S., Ladstaetter F. [2017], Radically Open Strategizing: How the Premium Cola Collective Takes Open Strategy to the Extreme, „Long Range Planning”, 50(3), s. 371-384.
16. Mack D.Z., Szulanski G. [2017], Opening up: How Centralization Affects Participation and Inclusion in Strategy Making, „Long Range Planning”, 50(3), s. 385-396.
17. Malhotra A., Majchrzak A., Niemiec R.M. [2017], Using Public Crowds for Open Strategy For- mulation: Mitigating the Risks of Knowledge Gaps, „Long Range Planning”, 50(3), s. 397-410.
18. Matzler K., Fuller J., Hutter K., Hautz J., Stieger D. [2014], Open Strategy: Towards a Research, Agenda, European Conference on Information Systems (ECIS).
19. Morton J., Amrollahi A. [2018], Open Strategy Intermediaries? A Framework for Understanding the Role of Facilitators in Open Strategy-Making, Proceedings of the Twenty-Sixth European Conference on Information Systems (ECIS), Association for Information Systems.
20. Morton J., Wilson A.D., Galliers R.D., Marabelli M. [2017], Open Strategy and IT: A Review and Research Agenda, 3 rd EGOS Colloquium, Copenhagen, Denmark, 6th-8th July.
21. Schlagwein D., Conboy K., Feller J., Leimeister J.M., Morgan L. [2017], “Openness” with and without Information Technology: A Framework and a Brief History, „Journal of Information Technology”, 32, s. 297-305.
22. Schmitt R. [2010], Dealing with Wicked Issues: Open Strategizing and the Camisea Case, „Jour¬nal Business Ethics”, 96, s. 11-19, doi: 10.1007/s10551-011-0938-2
23. Spee A.P., Jarzabkowski P. [2009], Strategy Tools as Boundary Objects, „Strategic Organiza- tion”, 7(2), s. 223-232, doi: 10.1177/1476127009102674
24. Stańczyk-Hugiet E. [2014], Pole eksploracji Strategy as Practice International Network, „Prace Naukowe Wałbrzyskiej Wyższej Szkoły Zarządzania i Przedsiębiorczości”, 27 (2), s. 85-97.
25. Stieger D., Matzler K., Chatterjee S., Ladstaetter-Fussenegger F. [2012], DemocratizingStrategy: How Crowdsourcing Can Be Used for Strategy Dialogues, „California Management Review” 54(4), s. 44-69.
26. Sus A. [2017]. Mikro-i otwarta strategia-kontekst ekosystemu, „Organizacja i Kierowanie”, 2(176), s. 79-91.
27. Tavakoli A., Schlagwein D., Schoder D. [2015], Open Strategy: Consolidated Definition and Processual Conceptualization, Thirty-Sixth International Conference on Information Sys-tems, Fort Worth.
28. Tavakoli A., Schlagwein D., Schoder D. [2017]. Open Strategy: Literature Review, Re-Analy- sis of Cases and Conceptualisation as a Practice, „Journal of Strategic Information Systems”, 26(3), s. 163-184.
29. Weinert A. [2018], Zaawansowanie przedsiębiorstw w zakresie informacyjnego wspomagania wyborów strategicznych, rozprawa doktorska napisana pod kierunkiem prof. dr hab. E. Urbanowskiej-Sojkin, prof. UEP, Uniwersytet Ekonomiczny w Poznaniu.
30. West J., Bogers M. [2017], Open Innovation: Current Status and Research Opportunities, „Innovation”, 19(1), s. 43-50.
31. Whittington R. [2006], Completing the Practice Turn in Strategy Research, „Organization Stu- dies”, 27(5), s. 613-634.
32. Whittington R. [2014], Information Systems Strategy and Strategy-as-Practice: A Joint Agenda, „Journal of Strategic Information Systems”, 23, s. 87-91.
33. Whittington R., Cailluet L., Yakis-Douglas B. [2011], Opening Strategy: Evolution of a Preca- rious Profession, „British Journal of Management”, 22(3), s. 531-544.
34. www.openstrategynetwork.com
35. Yakis-Douglas B., Angwin D., Ahn K., Meadows M. [2017], OpeningM&A Strategy to Inve- stors: Predictors and Outcomes of Transparency during Organisational Transition, „Long Range Planning”, 50(3), s. 411-422.
Downloads
Published
2019-10-16
How to Cite
Weinert, A. . (2019). Strategie Openness of Enterprises and IT Management Support Systems. Studies and Work of the Collegium of Management and Finance , (175), 213–228. https://doi.org/10.33119/SIP.2019.175.16
Issue
Section
Articles
