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ConJunctionNew Handbook Chapter: »Open Strategy as a New Form of Strategizing«Together with Julia Hautz and Thomas Ortner (both situated at the neighboring department of Strategic Management and Leadership), I had the honor to contribute to the most recent iteration of the <a href="https://core-prod.cambridgecore.org/core/books/cambridge-handbook-of-strategy-as-practice/25D931561CA99D9BAF3524DC064E8F87" rel="nofollow noopener" target="_blank">Cambridge Handbook of Strategy as Practice</a> with a chapter on <a href="https://core-prod.cambridgecore.org/core/books/abs/cambridge-handbook-of-strategy-as-practice/open-strategy-as-a-new-form-of-strategizing/D72CFDC1E791D73CD00BCCC0BC18465A" rel="nofollow noopener" target="_blank">“Open Strategy as a New Form of Strategizing”</a>:<blockquote>[W]e can observe an increasing trend towards more inclusive and transparent strategizing. From a practice perspective, this trend can be described as a shift in the practices of strategy-making. [We] describe the different practices of inclusiveness and transparency and show how they relate to each other. [We] then identify and review distinctive themes of strategy as practice research on Open Strategy. This includes the role of technologies and materiality in enabling openness, the discursive practices and processes underpinning openness, the temporal dynamics of open processes, the difference between controlled and uncontrolled forms of openness and the dialectic relationship between openness and closure.</blockquote>Check out the article <a href="https://core-prod.cambridgecore.org/core/books/abs/cambridge-handbook-of-strategy-as-practice/open-strategy-as-a-new-form-of-strategizing/D72CFDC1E791D73CD00BCCC0BC18465A" rel="nofollow noopener" target="_blank">here</a> – and please contact me to receive a personal copy in case your institution does not provide access to the handbook.<a rel="nofollow noopener" class="hashtag u-tag u-category" href="https://osconjunction.net/tag/handbook/" target="_blank">#handbook</a> <a rel="nofollow noopener" class="hashtag u-tag u-category" href="https://osconjunction.net/tag/open-strategy/" target="_blank">#openStrategy</a> <a rel="nofollow noopener" class="hashtag u-tag u-category" href="https://osconjunction.net/tag/sap/" target="_blank">#sap</a> <a rel="nofollow noopener" class="hashtag u-tag u-category" href="https://osconjunction.net/tag/strategy-as-practice/" target="_blank">#strategyAsPractice</a> <a rel="nofollow noopener" class="hashtag u-tag u-category" href="https://osconjunction.net/tag/strategy-as-a-practice/" target="_blank">#strategyAsAPractice</a>

Leonhard DobuschTherefore, switching from unmanaged to managed self-selection contexts might be a necessary to disrupt stabilizing trajectories of <a href="https://chaos.social/tags/openstrategy" class="mention hashtag" rel="nofollow noopener" target="_blank">#openstrategy</a> approaches in favor of (again) increasing variety of participation. Our process model argues that self-selection into strategy work unfolds in sequential phases of stabilizing and shifting trajectories. It explains how recursiveness of self-selection and selection context may lead to inertia and the reinforcement of existing strategic paths. 3/4

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