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• W2959656297 abstract "Social network theory has been suggested to offer a particularly suitable perspective for studying both the emergence of increased openness in strategy processes as well as its consequences at multiple levels (Hautz, 2017; Hautz et al., 2017). Social network research and analysis have featured in the social sciences for nearly a century (Borgatti et al., 2009), but their application in an organizational context has increased significantly in recent years, undergoing exponential growth (Borgatti & Foster, 2003; Phelps et al., 2012). This dramatic increase is part of a general shift of research toward more relational, contextual, and systemic understandings (Borgatti & Foster, 2003). In this context, social networks offer a diverse repertoire of theories and frameworks to describe, analyze, and explain the behaviors and consequences that emerge from increased transparency and inclusion in strategy processes. These two dimensions of Open Strategy are based on concepts central to the network perspective, as they refer to increased internal and external transfer of strategic information and to external and internal exchange of information, views, and proposals intended to shape the continued evolution of an organization’s strategy (Whittington et al., 2011; Hautz et al., 2017)." @default.
• W2959656297 created "2019-07-23" @default.
• W2959656297 creator A5015265046 @default.
• W2959656297 date "2019-07-18" @default.
• W2959656297 modified "2023-10-14" @default.
• W2959656297 title "A Social Network Perspective on Open Strategy" @default.
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• W2959656297 doi "https://doi.org/10.1017/9781108347921.017" @default.
• W2959656297 hasPublicationYear "2019" @default.
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