Open strategy and digital transformation: A framework and future research agenda

Abstract

Digital technologies increasingly facilitate more transparent information exchange and the inclusion of new and more actors in organizational processes. This resulting ‘openness’ has been studied in multiple domains, including open strategy. Since increased transparency and inclusion are the main dimensions of open strategy, it seems reasonable to assume a theoretical linkage between digital transformation and openness in the strategy process. So far, however, we lack a nuanced understanding about their overlaps and the nature of their interrelationships. In this review, we therefore explore how digital transformation and open strategy interrelate and influence each other and what conditions support or constrain the identified relationships. To do so, we systematically review and synthesize research on open strategy considering the role of digital transformation. We make two contributions: First, we develop a framework mapping out the relationships between digital transformation and open strategy. Our framework shows how open strategy and digital transformation are situated in a dynamic circle of mutual influence. Second, we adopt a strategy‐as‐practice perspective and identify and discuss the roles of agency, power, temporality and materiality. These features can either further support or hamper the identified linkages. Finally, we identify trajectories for future research.