Talk at the Panel Symposium "Inclusive Strategy: Opening Strategy to the Middle, Below and Beyond“, 
Academy of Management Annual Meeting, August 12, 2019, Boston, MA

1. Leonhard Dobusch
University of Innsbruck
Panel Symposium "Inclusive Strategy: Opening Strategy to the Middle, Below and Beyond“
Academy of Management Annual Meeting, August 12, 2019, Boston, MA
INCLUSIVE STRATEGY:
DILEMMAS BEYOND ORGANIZATIONAL BOUNDARIES

2. <1>
Openness as organizing outside organizations

3. CO
M
M
ERCIAL
BREAK
Ahrne, G., & Brunsson, N. (eds.),
Organisation outside Organizations: The
Abundance of Partial Organisation in
Social Life. Cambridge: Cambridge
University Press

4. Quelle: David Lerner, https://en.wikipedia.org/wiki/File:Internet_troll.jpg, http://creativecommons.org/licenses/by-sa/3.0/
Mind the Organizationality of the OUTSIDE
CROWD
actors do not share
interpersonal ties but are
mainly related to the focal
organization in some form
(e.g. customers, fans, etc.)
Networks of interrelated
actors, who may engage in
interpersonal exchange and
share social ties or a common
identity
COMMUNITY

5. Quelle: David Lerner, https://en.wikipedia.org/wiki/File:Internet_troll.jpg, http://creativecommons.org/licenses/by-sa/3.0/
Mind the Organizationality of the OUTSIDE
From tensions of commitment
to tensions of escalation
(Hautz et al., 2017)
CROWD
Growing tensions of
empowerment (overburdening)
(Hautz et al., 2017)
COMMUNITYL. Dobusch, J. Kapeller / Long Range Planning 51 (2018) 561e579
Source:Dobusch&Kapeller(2018)

6. <2>
From Degrees to Paradoxes of Openness

7. Quelle: David Lerner, https://en.wikipedia.org/wiki/File:Internet_troll.jpg, http://creativecommons.org/licenses/by-sa/3.0/
Openness and Closure as CONSTITUTIVE
Analyzing the paradoxical
nature of openness (and
closure) by focusing on
legitimate forms closure.
e.g., restricting scope of
topics to increase number of
potential participants (Dobusch,
Kremser, Seidl, & Werle, 2018)
IIIOpenness and closure as
inextricably linked and
interacting with each other
>> degree of openness
depends on / interacts with
organizationality of the
outside

8. <3>
Outlook

9. Organizing openness requires and allows
dealing with organizationality outside organizations
Two implications:
Tensions associated with
openness differ with respect to
different forms/qualities of
external organizationality
Various types of closure offer
ways to address tensions of
openness in these contexts

10. CONTACT
E-mail:
Leonhard.Dobusch@uibk.ac.at
Twitter:
@leonidobusch
Websites:
bit.ly/LD-UIBK // www.dobusch.net
Research blogs:
governancexborders.com // osconjunction.net