Original Research

Viewing ‘open strategy’ as a viable approach to the management of strategy

Geoff A. Goldman, Jonathan Kruger
Journal of Economic and Financial Sciences | Vol 14, No 1 | a579 | DOI: https://doi.org/10.4102/jef.v14i1.579 | © 2021 Geoff A. Goldman, Jonathan Kruger | This work is licensed under CC Attribution 4.0
Submitted: 21 May 2020 | Published: 28 January 2021

About the author(s)

Geoff A. Goldman, Department of Business Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Jonathan Kruger, Department of Business Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa


Share this article

Bookmark and Share

Abstract

Orientation: Sound strategic management is vital for the longevity and sustainability of organisations. Yet, strategy execution remains problematic, in part due to prolific changes in the business environment.

Research purpose: To explore the views of South African managers toward Open Strategy, to gauge whether managers will consider Open Strategy as viable strategic management approach.

Motivation for the study: As organisations grapple with the challenges of Fourth Industrial Revolution (4IR), it is apparent that conventional thinking on strategy is losing relevance. Alternative approaches to strategy are being explored that are better suited to the changing business environment.

Research design, approach and method: The study was conducted from an Interpretive perspective, employing a qualitative survey design. Semi-structured interviews were conducted with 12 middle and senior managers of South African companies. Data were analysed through thematic content analysis, employing Creswell’s four-stage process of qualitative data analysis.

Main findings: Five themes emerged, highlighting that conventional thinking on strategic management pervades. Research participants acknowledged that they were unaware of Open Strategy, although evidence suggested that elements of Open Strategy were present in their approaches to strategy formulation and execution. These were categorized into evidence relating to transparency, inclusivity and IT-enabledness.

Practical/managerial implications: From the findings of the study suggestions were provided on how South African organisations could pursue a greater degree of openness in their management of strategy.

Contribution/value-add: The study provides valuable insights in terms of opening up strategic practices to be more prepared for the challenges laid down by 4IR.


Keywords

inclusivity; open strategy; qualitative research; strategic management; transparency

Metrics

Total abstract views: 493
Total article views: 496


Crossref Citations

No related citations found.