Exploring the outcomes of open strategy and an open organisational climate: A configurational approach

This article investigates the contingencies that lead to outcomes from two levels of organisational openness. First is the strategy level of ‘open strategy’, where we focus on inclusiveness and transparency of strategy-making and the use of IT tools to facilitate such processes. Second is the operational level relating to an open organisational climate, where we focus on autonomy in operations, integration between different departments, and involvement in operational (non-strategy) decision-making. By collecting data from 49 cases of strategy-making in organisations and using a fuzzy-set qualitative comparative analysis (fsQCA) approach for data analysis, we have devised configurations of the aforementioned factors that lead to positive and negative outcomes. The article discusses these configurations with prior literature and concludes by illustrating their theoretical and practical implications.