اخبار و اعلانات
آمار
| تعداد نشریات | 20 |
| تعداد شماره‌ها | 508 |
| تعداد مقالات | 4,388 |
| تعداد مشاهده مقاله | 8,220,081 |
| تعداد دریافت فایل اصل مقاله | 4,214,959 |
بررسی مفهوم استراتژی باز: رویکرد فراترکیب | ||
| اندیشه مدیریت راهبردی | ||
| مقاله 4، دوره 15، شماره 2 - شماره پیاپی 30، مهر 1400، صفحه 85-126 اصل مقاله (616.02 K) | ||
| نوع مقاله: مقاله علمی-پژوهشی | ||
| شناسه دیجیتال (DOI): 10.30497/smt.2022.241927.3311 | ||
| نویسندگان | ||
| امیر حسین طیبی ابوالحسنی1؛ وحید خاشعی ورنامخواستی* 2 | ||
| 1دانشجوی دکتری مدیریت بازرگانی، دانشگاه علامه طباطبائی، تهران، ایران. | ||
| 2دانشیار گروه مدیریت بازرگانی، دانشگاه علامه طباطبائی، تهران، ایران (نویسنده مسئول). | ||
| چکیده | ||
| امروزه مفهوم باز بودن در سازمان‌ها گسترش پیدا کرده و سازمان‌ها علاقه خاصی به رویکردهای باز نشان داده‌اند، در این میان استراتژی باز نیز بخشی از روند و تمایل اجتماعی گسترده به سمت گشودگی بیشتر است. استراتژی باز پدیده‌ای چندوجهی است که به‌سرعت در حال پیشرفت بوده و نیازمند شناخت بیشتر است. در این مقاله تلاش می‌شود به کمک روش پژوهش کیفی فراترکیب به بررسی دقیق‌تر مفهوم استراتژی باز در قالب چیستی آن پرداخته شود. با بررسی صورت گرفته در پایگاه اسکوپوس، درنهایت 38 مقاله در بازه زمانی 1990 تا 2020 با محوریت استراتژی باز انتخاب و به روش کیفی تحلیل شدند. در این پژوهش، مهم‌ترین تعاریف ارائه شده در این حوزه شناسایی شده و سپس با توجه به تعدد تعاریف، مشخصه‌ها و رویکردهای استفاده شده با نگاهی کلان‌تر به نوع‌شناسی معرفی استراتژی باز پرداخته می‌شود. نتایج پژوهش نشان می‌دهد که می‌توان شیوه‌های شناسایی و تعریف استراتژی باز را در 5 دسته فلسفی، بعدشناسی، دامنه کاربرد، فرآیندی و سطح تجزیه‌وتحلیل تقسیم‌بندی کرد. از منظر مبانی فلسفی، رویکرد استراتژی باز عمدتاً ذهنی و در پارادایم پست‌مدرن است. از منظر بعدشناسی، دارای دو بعد اصلی شفافیت و فراگیری است که هر کدام دارای ابعاد فرعی نیز هستند. دامنه کاربردهای مختلف این پدیده در قالب هشت رویکرد شناخته می‌شود. از منظر فرآیندی، دارای سه نوع‌شناسی مهم بوده و از منظر سطح تجزیه‌وتحلیل نیز به دو طریق تعداد یا نوع شناخته می‌شود. جزئیات و شاخص‌های این 5 دسته، به تفصیل در مقاله اشاره شده است. شایان ذکر است که ماهیت پویا و تأثیرگذار استراتژی باز و راه‌های مختلف نگاه به این حوزه، نشان می‌دهد محققین باید تلاش بیشتری برای درک بهتر این پدیده جدید داشته باشند. | ||
| کلیدواژه‌ها | ||
| چیستی؛ استراتژی باز؛ نوع‌شناسی؛ فراترکیب | ||
| عنوان مقاله [English] | ||
| Exploring the concept of open strategy: Metasynthesis approach | ||
| نویسندگان [English] | ||
| Amirhossein Tayebi Abolhasani1؛ Vahid Khashei Varnamkhasti2 | ||
| 1PhD. Student of Business Management, Allameh Tabataba'i University of Tehran, Iran. | ||
| 2Associate professor of Business Management, Allameh Tabataba'i University of Tehran, Iran. | ||
| چکیده [English] | ||
| Today, the concept of openness has spread in organizations and organizations have shown a special interest in open approaches, among which open strategy is also part of the broad social trend and tendency towards greater openness. Open strategy is a multifaceted phenomenon that is evolving rapidly and requires more knowledge. In this article, an attempt is made to examine the concept of open strategy in a more detailed way with the help of meta-combined qualitative research method. Finally, 38 articles in the period 1990 to 2020 with the focus on open strategy were selected and analyzed qualitatively by reviewing the Scopus database. In this research, the most important definitions presented in this field are identified and then according to the multiplicity of definitions, characteristics and approaches used with a more general look at the typology of introducing open strategy. The results show that the methods of identifying and defining open strategy can be divided into 5 categories: philosophical, dimensional, scope of application, process and level of analysis. From the point of view of philosophical foundations, the open strategy approach is mainly subjective and in the postmodern paradigm. From a dimensional point of view, it has two main dimensions of transparency and comprehensiveness, each of which has sub-dimensions. The range of different applications of this phenomenon is known in the form of eight approaches. From a process point of view, it has three important typologies and from the level of analysis, it is known in two ways: number or type. The details and characteristics of these 5 categories are mentioned in detail in the article. It is worth noting that the dynamic and effective nature of open strategy and different ways of looking at this area, suggests that researchers should make more efforts to better understand this new phenomenon. | ||
| کلیدواژه‌ها [English] | ||
| What, Open strategy, Typology, Metasynthesis | ||
| مراجع | ||
|
Adobor, H. (2020). Open strategy: role of organizational democracy. Journal of Strategy and Management. 13 )2(. 310-331.
Adobor, H. (2019). Opening up strategy formulation: Benefits, risks, and some suggestions. Business Horizons. 62 (3). 383–393.
Amrollahi, A. & Rowlands, B. (2017). Collaborative open strategic planning: A method and case study. Information Technology & People. 30 (4). 832–852.
Amrollahi, A., Ghapanchi, A. H. & Talaei-Khoei, A. (2014). Using crowdsourcing tools for implementing open strategy: A case study in education. 20th Americas Conference on Information Systems. AMCIS 2014.
Appleyard, M. M. & Chesbrough, H. W. (2017). The dynamics of open strategy: from adoption to reversion. Long Range Planning. 50 (3). 310-321.
Armbrüster, T. & Gebert, D. (2002). Uncharted territories of organizational research: The case of Karl Popper’s open society and its enemies. Organization Studies. 23 (2). 169–188.
Aten, K. & Thomas, G.F. (2016). Crowdsourcing Strategizing: communication technology affordances and the communicative constitution of organizational strategy. International Journal of Business Communication. 53 (2). 148–180.
Barge-Gil, A. (2013). Open Strategies and Innovation Performance. Industry and Innovation. 20 (7). 585–610.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management. 17 (1). 99–120.
Bench, S. & Day, T. (2010). The user experience of critical care discharge: a meta-synthesis of qualitative research. International journal of nursing studies. 47 (4). 487-499.
Benton, T. (2001). Philosophy of Social Science: The Philosophical Foundations of Social Thought. Palgrave.
Birkinshaw, J. (2017). Reflections on open strategy. Long Range Planning. 50 (3). 423-426.
Blaikie, N. (1993). Approaches to Social Enquiry. in Bloch, M, Marxism and Anthropology. Oxford University Press
Burrell, G., & Morgan, G. (1979). Sociological Paradigms and Organisational Analysis: Elements of the Sociology of Corporate Life (1st ed.). Routledge.
Chalmers, A.F. (1982). What is this thing called science? an assessment of the nature and stotus of scienee and its methods. Hackett Publishing Company
Chandler, A. D. (1962). Strategy and structure: Chapters in the history of the American enterprise. Massachusetts Institute of Technology Cambridge. 4 (2). 125–137.
Chesbrough, H.W. & Appleyard, M.M. (2007). Open Innovation and Strategy. California Management Review. 50 (1). 57–76.
Chesbrough, H.W. (2003). The era of open innovation. MIT Sloan Management Review. 44 (3). 35-41.
David, P. A. (1998). Common agency contracting and the emergence of “Open science” institutions. American Economic Review. 88 (2). 15–21.
De Gooyert, V., Rouwette, E. & Van Kranenburg, H. (2019). Interorganizational Strategizing. Cambridge Handbook of Open Strategy. 1 (6). 106-120.
Deken, F., Berends, H., Gemser, G. & Lauche, K. (2018). Strategizing and the initiation of interorganizational collaboration through prospective resourcing. Academy of Management Journal. 61 (5). 1920–1950.
Dobusch. L., Dobusch, L. & Müller-Seitz, G. (2019). Closing for the benefit of openness? The case of Wikimedia’s open strategy process. Organization Studies. 40 (3). 343–370.
Dobusch, L., Kremser, W., Seidl. D. & Werle, F. (2017). A communication perspective on open strategy and open innovation. Management forschung. 27 (1). 5–25.
Doz, Y. & Kosonen, M. (2008). The dynamics of strategic agility: Nokia's rollercoaster experience. California Management Review. 50 (3). 95-118.
Gegenhuber, T. & Dobusch, L. (2017). Making Strategy-Making Practices Change in the Evolution of New Ventures. Long Range Planning. 50 (3). 337–354.
Goldenstein, J. & Walgenbach, P. (2019). An Institutional Perspective on Open Strategy: Strategy in World Society. Cambridge Handbook of Open Strategy. 289-304.
Harding, S. (1987). Introduction: Is There a Feminist Method?. In S. Harding (Ed.). Feminism and Methodology: Social Science Issues (pp. 1-14). Bloomington: Indiana University Press.
Hardy, C., Lawrence, T. B. & Phillips, N. (2006). Swimming with sharks: Creating strategic change through multi-sector collaboration. International Journal of Strategic Change Management. 1 (1–2). 96–112.
Hautz, J. (2019). A Social Network Perspective on Open Strategy. Cambridge Handbook of Open Strategy, 272-288.
Hautz, J., Matzler, K., Sutter, J., Hutter, K. & Füller, J. (2019). Practices of Inclusion in Open Strategy. Cambridge Handbook of Open Strategy. 87-105.
Hautz, J., Seidl, D. & Whittington, R. (2017). Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning. 50 (3). 298-309.
Hautz, J. (2017). Opening up the strategy process–a network perspective. Management Decision. 55 (9). 1956-1983.
Heger, T. & Boman, M. (2015). Networked foresight – The case of EIT ICT Labs. Technological Forecasting and Social Change. 101 (1). 147–164.
Henisz, W. J., Dorobantu, S. & Nartey, L. J. (2014). Spinning gold: The financial returns to stakeholder engagement. Strategic Management Journal. 35 (12). 1727–1748.
Heracleous, L., Gößwein, J. & Beaudette, P. (2018). Open Strategy-Making at the Wikimedia Foundation: A Dialogic Perspective. The Journal of Applied Behavioral Science. 54 (1). 5–35.
Hoseinzadeh Shahri, M., Khodabandelou, R. & Moshkdanian, F. (2019). A Bibliometric Analysis of Open Strategy: A new Concept in Strategic Management. Iranian Journal of Management Studies. 12 (3). 363-377.
Huijboom, N. & van den Broek, T. (2011). Open data: An international comparison of strategies. European Journal of ePractice. 12 (1). 4-16.
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.
Janssen, M., Charalabidis, Y. & Zuiderwijk, A., (2012), Benefits, adoption barriers and myths of open data and open government. Information Systems Management. 29 (4). 258–268.
Jarzabkowski, P., Spee, A. (2009).Strategy-as-practice: A Review and Future Directions for the Field. International Journal of Management Reviews. 11 (1). 69–95.
Jarzabkowski, P. (2005). Strategy as Practice: an activity-based approach. Sage Publications.
Lavaei Adaryani, R., Kalantari, K., Asadi, A. & Alambeigi, A. (2019). Content Analysis of Business Cooperatives Theories Emphasizing Network Functions. Journal of Business Management. 11 (1). 3-24.
Lawrence, T. B., Suddaby, R. & Leca, B. (Eds.). (2009). Institutional work: Actors and agency in institutional studies of organizations. Cambridge: Cambridge University Press.
Lin, D.-Y., Huang, C.-C. & Ng, M. (2017). The coopetition game in international liner shipping. Maritime Policy & Management. 44 (4). 474-495.
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). 371–384.
Lynch, R. (2011).Strategic Management, Prentice Hall, Six edition.
Matzler, K., Fuller, J., Koch, B., Hautz, J. & Hutter, K. (2014). Open strategy: A new strategy paradigm? In Matzler, K., Pechlaner, H., Renzl, B. (Eds.), Strategie und Leadership (pp. 37-55). Wiesbaden, Germany: Springer.
Mack, D. Z. & Szulanski, G. (2017). Opening up: How centralization affects participation and inclusion in strategy making. Long Range Planning. 50 (3). 385–396.
Malhotra, A., Majchrzak, A. & Niemiec, R. M. (2017). Using public crowds for open strategy formulation: mitigating the risks of knowledge gaps. Long Range Planning. 50 (3). 397-410.
Mantere, S. & Vaara, E. (2008). On the problem of participation in strategy: A critical discursive perspective. Organization Science. 19 (2). 341–358.
Mintzberg, H., Ahlstrand, B. & Lampel, J. (1998), Strategy Safari, New York: Prentice Hall.
Mir, R., &Watson, A. (2000). Strategic Management and the Philosophy of Science: The Case for a Constructivist Methodology. Strategic Management Journal. 21 (9). 941-953.
Neeley, T. & Leonardi, P. (2018). Enacting knowledge strategy through social media use: The paradox of non-work interactions. Strategic Management Journal. 39 (3). 922–946.
Nketia, B.A. (2016). The influence of open strategizing on organizational members’ commitment to strategy. Procedia-Social and Behavioral Sciences. 235. 473-483.
Norris, M. & Oppenheim, C. (2007). Comparing alternatives to the Web of Science for coverage of the social sciences’ literature. Journal of Informatics. 1 (2). 161-169.
Ohlson, T. & Yakis-Douglas, B. (2019). Practices of Transparency in Open Strategy: Beyond the Dichotomy of Voluntary and Mandatory Disclosure. Cambridge Handbook of open strategy. 136-150.
Pittz, T. G. & Adler, T. (2016). An exemplar of open strategy: Decision-making within multi-sector collaborations. Management Decision. 54 (7). 1595–1614.
Popper, K. R. (1966). The open society and its enemies. Volumes I and II. London: Routledge.
Quick, K. S. & Feldman, M. S. (2011). Distinguishing participation and inclusion. Journal of Planning Education and Research. 31 (3). 272–290.
Sailer, A.S., Schlagwein, D. & Schoder, D. (2018). Open Strategy: State of the Art Review and Research Agenda. ICIS 2017: Transforming Society with Digital Innovation.
Sandelowski, M. & Barroso, J. (2007). Handbook for Synthesizing Qualitative Research, New York: Springer.
Seidl, D., Krogh, G.V. & Whittington, R. (2019). Defining Open Strategy: Dimensions, Practices, Impacts, and Perspectives. Cambridge Handbook of Open Strategy. 9–26.
Seidl, D. & Werle, F. (2018). Inter-organizational sensemaking in the face of strategic metaproblems: Requisite variety and dynamics of participation. Strategic Management Journal. 39 (3). 830–858.
Shahsavari, A. & Alamolhoda, J. (2019). Methodology of Research Reviews and Its Role in Knowledge Production: Developing a Typology. Methodology of Social Sciences and Humanities. 25(98). 79-105.
Shaykh al-Islami, S. (2013). Fundamentals of change in the organization (challenges and contradictions). Tehran: Iran Industrial Training and Research Center Publications.
Schlagwein, D., Schoder, D. & Fischbach, K. (2011). Social Information Systems: Review, framework, and research agenda. International Conference on Information Systems (ICIS).
Schmitt, R. (2010). Dealing with wicked issues: Open strategizing and the Camisea case. Journal of Business Ethics. 96 (1). 11–19.
Schoder, D., Schlagwein, D. & Fischbach, K. (2019). Open Resource-Based View (ORBV): A Theory of Resource Openness. International Conference on Information Systems (ICIS). Germany.
Sinatra, A., Singh, H., & von Krogh, G. (2016). The management of corporate acquisitions: International perspectives. New York: Springer.
Splitter, V., Seidl, D. & Whittington, R. (2019). Practice-theoretical perspectives on open strategy: implications of a strong programme. Cambridge Handbook of open strategy. 221-240.
Stadler, C., Hautz, J., Matzler, K. & Von den Eichen, S.F. (2021). A User’s Guide to Open Strategy. Harvard Business Review
Stadler, C., Hautz, J. & von den Eichen, S. (2020). Open Strategy: The Inclusion of Crowds in Making Strategies. NIM Marketing Intelligence Review. 12 (1). 36-41
Stieger, D., Matzler, K., Chatterjee, S. & Ladstaetter-Fussenegger, F. (2012). Democratizing strategy: How crowdsourcing can be used for strategy dialogues. California Management Review. 54 (4). 44–68.
Sturm, F. Pott, C., (2020). Open Strategy in a Research Organization: Joint Exploration of Research Opportunities in Logistics & IT, 2020 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC), 1-9.
Sunner, A. & Ates, A. (2019). Open strategy: a review and research agenda. In BAM 2019 Conference Proceedings: Building and Sustaining High Performance Organisations During Uncertain Times. London.
Tavakoli, A., Schlagwein, D. & Schoder, D. (2017). Open strategy: Literature review, re-analysis of cases and conceptualisation as a practice. The Journal of Strategic Information Systems. 26 (3). 163-184.
Tavakoli, A., Schlagwein, D. & Schoder, D. (2015). ‘Open Strategy: consolidated definition and processual conceptualization’. In Proceedings of the Thirty-Sixth International Conference on Information Systems. Fort Worth. USA.
Tayebi Abolhasani, A. & khashei Varnamkhasti, V. (2021). Analyze the evolution of strategy. Science and Technology Policy Letters. 11 (2). 97-123.
Vaara, E. & Whittington, R. (2012). Strategy-as-Practice: Taking Social Practices Seriously. The Academy of Management Annals. 6 (1). 285-336.
Von Hippel, E. & Von Krogh, G. (2003). Open source software and the “private-collective” innovation model: Issues for organization science. Organization Science. 14 (2). 209–223.
Von Krogh, G. & Geilinger, N. (2019). Open Innovation and Open Strategy: Epistemic and Design Dimensions. Cambridge Handbook of Open Strategy. 41–58.
Walliman, S.R. (2006). Social Research Methods, Sage Publications Ltd.
Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage.
Whittington, R. (2019). Opening strategy: Professional strategists and practice change, 1960 to today. Oxford: Oxford University Press.
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.
Whittington, R., Cailluet, L. & Yakis Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management. 22 (3). 531-544.
Whittington, R. (2006). Completing the Practice Turn in Strategy Research. Organization Studies. 27 (5). 613–634.
Yakis-Douglas, B., Angwin, D., Ahn, K. & Meadows, M. (2017). Opening M&A strategy to investors: Predictors and outcomes of transparency during organizational transition. Long Range Planning. 50 (3). 411–422.
Zanin, F., Lusiani, M. & Bagnoli, C. (2020). The swinging role of visualization in strategic planning. Journal of Management and Governance. 24. 1019–1054.
Zimmer, L. (2006). Qualitative Meta-synthesis: a Question of Dialoguing with Texts. Journal of Advanced Nursing. 53 (3). 311-318. | ||
|
آمار تعداد مشاهده مقاله: 447 تعداد دریافت فایل اصل مقاله: 477 |
||