Exploring adaptive small and medium enterprises through the lens of open strategy

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

This chapter aims to develop a conceptual framework to probe evidence of open strategy phenomenon as being practiced by adaptive small and medium enterprises (SMEs) in manufacturing industry. Specifically, this study focuses on the act and doing of strategy communications, based on a set of readying and entrepreneuring practices, involving a plurality of internal and external actors (i.e. owner manager/ entrepreneur, middle managers, shop floor employees, suppliers). The empirical study is based on a deep collaboration with a Scottish SME that supplies outsourced bottling and packaging services to the Scotch Whisky industry through a seven-year longitudinal qualitative inquiry. This study finds that open strategy phenomenon is classified into transparent, participatory and inclusive practices. These nested open strategy practices are enacted progressively as particular events are unfolding during organizational lifecycle and renewal processes. Sustaining temporal openness in strategy is underpinned by important boundary readying practices in SMEs.
LanguageEnglish
Title of host publicationStrategic Responsiveness and Adaptive Organizations
Subtitle of host publicationNew Research Frontiers in International Strategic Management
EditorsTorben Juul Andersen, Simon Torp, Stefan Linder
Place of PublicationWest Yorkshire
PublisherEmerald Publishing Limited
Chapter3
Pages25-39
ISBN (Electronic)9781789730128
DOIs
Publication statusPublished - 11 Feb 2019

Fingerprint

Small and medium-sized enterprises
Openness
Empirical study
Middle managers
Owner-managers
Life cycle
Communication strategies
Employees
Manufacturing industries
Renewal process
Shopfloor
Packaging
Entrepreneurs
Industry
Plurality
Conceptual framework
Suppliers

Keywords

  • open strategy
  • renewal processes
  • small and medium-sized enterprise
  • strategy practices
  • adaptability
  • inclusiveness

Cite this

Ates, A. (2019). Exploring adaptive small and medium enterprises through the lens of open strategy. In T. J. Andersen, S. Torp, & S. Linder (Eds.), Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management (pp. 25-39). West Yorkshire: Emerald Publishing Limited. https://doi.org/10.1108/978-1-78973-011-120191003
Ates, Aylin. / Exploring adaptive small and medium enterprises through the lens of open strategy. Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management . editor / Torben Juul Andersen ; Simon Torp ; Stefan Linder. West Yorkshire : Emerald Publishing Limited, 2019. pp. 25-39
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Ates, A 2019, Exploring adaptive small and medium enterprises through the lens of open strategy. in TJ Andersen, S Torp & S Linder (eds), Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management . Emerald Publishing Limited, West Yorkshire, pp. 25-39. https://doi.org/10.1108/978-1-78973-011-120191003

Exploring adaptive small and medium enterprises through the lens of open strategy. / Ates, Aylin.

Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management . ed. / Torben Juul Andersen; Simon Torp; Stefan Linder. West Yorkshire : Emerald Publishing Limited, 2019. p. 25-39.

Research output: Chapter in Book/Report/Conference proceedingChapter

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Ates A. Exploring adaptive small and medium enterprises through the lens of open strategy. In Andersen TJ, Torp S, Linder S, editors, Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management . West Yorkshire: Emerald Publishing Limited. 2019. p. 25-39 https://doi.org/10.1108/978-1-78973-011-120191003