Right before attending the EGOS Colloquium in Milano, University of Zurich’s David Seidl hosted an international workshop on Open Strategy (co-organized with Richard Whittington, Oxford University). Thanks to the great organizing team, the panel as well as the other plenary sessions were streamed and the video recordings are online available. I had the honor to kick-off the opening panel on “Taking Stock of Open Strategy”.
University of Zurich and Oxford University’s Said Business school host a joint workshop that “aims to bring together Open Strategy scholars and practitioners to discuss ongoing and future research projects”. The workshop is scheduled for July 1-2, 2024, right before the EGOS Colloquium in Milano that year and will be located at University of Zurich.
Participation requires the submission of extended abstracts (2,000 words) by January 25, 2024 to os@business.uzh.ch.
For more information on the workshop check out the website.
The 35th EGOS Colloquium will take place from July 4–6, 2019 in Edinburgh, UK, and for the third time after 2015 in Athens and 2017 in Copenhagen Georg von Krogh (ETH Zürich), Richard Whittington (Oxford University) and I will convene a sub-theme on organizational openness. Please find the Call for Short Papers (about 3.000 words) of sub-theme 55 on “Open Organizing for an Open Society? Connecting Research on Organizational Openness” below, submission deadline is January 14, 2019:
Discussions around open organizing date back to the 1950s, when organizations were conceptualized as open systems interdependent with their environments (e.g. Boulding, 1956). However, recent developments have seen openness recast as an organizing principle in a wide range of domains. Indeed, Tkacz (2012, p. 400) describes contemporary advanced societies as undergoing a “second coming of openness”. Thus we see the apparent rise of phenomena such as open innovation (Chesbrough, 2006), open strategy (Hautz et al., 2017), open software development (von Hippel & von Krogh, 2006), open government (Janssen et al., 2012), open science (Nosek et al., 2015), and open education (Seely et al., 2008).
While there is growing reference to notions of openness across domains, these are largely disconnected from each other, show few signs of convergence and lack theoretical reference between domains. This fragmentation is even more marked when considering related notions such as organizational fluidity (Dobusch & Schoenborn, 2015), liquidity (Kociatkiewicz & Kostera, 2014), boundlessness (Ashkenas et al., 2002) and partiality (Ahrne & Brunsson, 2011). Alongside these notions, advanced societies appear also to be seeing the emergence of more open organizational forms such as crowds (Felin et al., 2014), communities (Faraj et al., 2016), ecosystems (Baldwin, 2012) or meta-organizations (Gulati et al., 2012). A central objective of the proposed sub-theme will be to bring together discussions of various forms of open organizing in order to explore possible commonalities and significant distinctions, and to develop means for more connected theorizing across domains and dimensions. Continue reading “EGOS 2019 Call for Short Papers: »Open Organizing for an Open Society?«”
The 33rd EGOS Colloquium will take place from July 6–8, 2017 in Copenhagen, Denmark, and together with Georg von Krogh (ETH Zürich) and Richard Whittington (Oxford University) I will be convenor of sub-theme 50 on “Open Strategy: Practices, Perspectives and Problems“. Please find the Call for Short Papers below, submission deadline is January 9, 2017:
Many organizations in public, private and non-for-profit sectors are becoming more transparent about their strategies, while also including a wider range of actors in strategy development. These moves involve a variety of strategy practices, for example strategy jamming (Bjelland & Wood, 2008), strategy crowdsourcing (Stieger et al., 2012), strategy blogs and wikis (Dobusch & Kapeller, 2013) or strategy simulations in online games (Aten & Thomas, 2016). Although involving many different practices, this phenomenon has been described most comprehensively as ‘open strategy’ (Chesbrough & Appleyard, 2007; Whittington et al., 2011).
Building upon these studies, recent works on open strategy have begun to look at open strategy from an increasing variety of perspectives such as impression management (Whittington et al., 2016), middle-management inclusion in strategy-making (Wolf et al., 2014) or the inter-organizational explorations of strategic issues (Werle & Seidl, 2015). However, systematic cross-fertilization between the emerging open strategy literature and other areas and concepts of organizational openness are still rare. Continue reading “EGOS Sub-theme Call for Papers: »Open Strategy: Practices, Perspectives and Problems«”
ConJunction 