Academic publication processes often take some time. For example, the article “Open strategy-making with crowds and communities: Comparing Wikimedia and Creative Commons” by Jakob Kapeller and myself, which has now been published in Long Range Planning, is not entirely new. Back in 2013 at the Academy of Management Annual Meeting in Orlando, Florida, we had already received the prestigious Carolyn Dexter Best International Paper Award for a previous version of the article. Several rounds of revision later, we can proudly present the abstract of the now published final version of the paper:
In the wake of new digital technologies, organizations rely increasingly on contributions by external actors to innovate or even to fulfill their core tasks, including strategy-making processes. These external actors may take the form of crowds, where actors are isolated and dispersed, or of communities, where these actors are related and self-identify as members of their communities. While we know that including new actors in strategy-making may lead to tensions, we know little about how these tensions differ when either crowds or communities are concerned. Investigating this question by analyzing open strategy-making initiatives conducted by two non-profit organizations (Creative Commons and Wikimedia), we find that tensions with communities may be resolved with increasing openness in strategy-making, while crowds are better compatible with more exclusive strategy-making practices.