Open strategizing and organizational resilience considering the environmental uncertainty
DOI:
https://doi.org/10.5585/riae.v21i2.21447Keywords:
Open strategizing, Organizational resilience, Environmental uncertainty, Theoretical essay.Abstract
Objective: Amidst troubled times, strategy as an emergent practice has been seen as a possibility to deal with uncertainty from openness, converging to the theory of organizational resilience. Thus, this theoretical essay is guided from the research question: "How does the phenomenon of open strategizing relate to organizational resilience, in situations of environmental uncertainty?"
Methodology/Approach: The development of this study followed two steps that enabled the search for the (theoretical) answer to the defined (research) question: (I) selection of studies on the proposed topic from international databases; and (II) elaboration of the constructs (definitions) regarding open strategizing, organizational resilience and environmental uncertainty.
Originality/Relevance: Our intention was to theoretically discuss the relationship between open strategizing and organizational resilience, considering environmental uncertainty, approaching the concepts from the literature with studies that have used the theoretical essay as a way to provide knowledge advancement through discussion and reflection on developing themes.
Main results: Relating open strategizing to organizational resilience, we understand that (I) organizations with reactive preparation overcome uncertainty through inclusion and flexibility; (II) high-risk or process-based organizations do not converge to the phenomenon of open strategizing; (III) resilience-focused organizations overcome uncertainty through past learning, information transparency, and the inclusion of stakeholders in strategy formation.
Theoretical and methodological contributions: We reflect on the relationship between open strategizing and organizational resilience in the face of environmental uncertainty, enabling the advancement of studies from the strategizing perspective.
Downloads
References
Anderson, P. (1999). Perspective: Complexity theory and organization science. Organization science, 10(3), 216-232. https://doi.org/10.1287/orsc.10.3.233
Annarelli, A., & Nonino, F. (2016). Strategic and operational management of organizational resilience: Current state of research and future directions. Omega, 62(1), 1-18. https://doi.org/10.1016/j.omega.2015.08.004
Backes, D. A. P., Arias, M. I., Storopoli, J. E., & Ramos, H. R. (2020). Os efeitos da pandemia de Covid-19 sobre as organizações: um olhar para o futuro. Revista Ibero-Americana de Estratégia, 19(4), 1-10. https://doi.org/10.5585/riae.v19i4.18987
Bhamra, R., Dani, S., & Burnard, K. (2011). Resilience: the concept, a literature review and future directions. International Journal of Production Research, 49(18), 5375-5393. https://doi.org/10.1080/00207543.2011.563826
Brown, C., Seville, E., & Vargo, J. (2017). Measuring the organizational resilience of critical infrastructure providers: a New Zeeland casa study. International Journal of Critical Infrastructure Protection, 18(1), 37-49. https://doi.org/10.1016/j.ijcip.2017.05.002
Burgelman, R. A., Floyd, S. W., Laamanen, T., Mantere, S., Vaara, E., & Whittington, R. (2018). Strategy processes and practices: Dialogues and intersections. Strategic management journal, 39(3), 531-558. https://doi.org/10.1002/smj.2741
Burnard, K., & Bhamra, R. (2011). Organisational resilience: development of a conceptual framework for organisational responses. International Journal of Production Research, 49(18), 5581-5599. https://doi.org/10.1080/00207543.2011.563827
Burnard, K., Bhamra, R., & Tsinopoulos, C. (2018). Building Organizational Resilience: Four Configurations. IEEE Transactions on Engineering Management, 65(3), 351-362. https://doi.org/10.1109/TEM.2018.2796181
Burns, T., & Stalker, G. M. (1961). The management of innovation. London: Tavistock.
Chandler, A. D. (1962). Strategy and structure: chapters in the history of the American industrial enterprise. Cambridge: MIT Press.
Chesbrough, H. W., & Appleyard, M. M. (2007). Open innovation and strategy. California Management Review, 50(1), 57-76. https://doi.org/10.2307/41166416
Crichton, M. T., Ramsay, C. G., & Kelly, T.(2009). Enhancing organizational resilience through emergency planning: learnings from cross-sectoral lessons. Journal of Contingencies and Crisis Management, 17(1), 24-37. https://doi.org/10.1111/j.1468-5973.2009.00556.x
Dobusch, L., Kremser, W., Seidl, D., & Werle, F. (2017). A communication perspective on open strategy and open innovation. Managementforschung, 27(1), 5-25. https://doi.org/10.1365/s41113-017-0015-6
Donaldson, L. (2001). The contingency theory of organizations. Sage. https://doi.org/10.4135/9781452229249
Duncan, R. B. (1972). Characteristics of organizational environments and perceived environmental uncertainty. Administrative Science Quarterly, 17(3), 313-332. https://doi.org/10.2307/2392145
Faraj, S., Jarvenpaa, S. L., & Majchrzak, A. (2011). Knowledge collaboration in online communities. Organization science, 22(5), 1224-1239. https://doi.org/10.1287/orsc.1100.0614
Gardelin, J. P., Rossetto, C. R., & Verdinelli, M. A. (2013). O relacionamento entre a incerteza ambiental e o comportamento estratégico na percepção dos gestores de pequenas empresas. Revista de Administração, 48(4), 702-715. https://doi.org/10.5700/rausp1115
Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (Eds.). (2015). Cambridge handbook of strategy as practice. Cambridge University Press. https://doi.org/10.1017/CBO9781139681032
Govindarajan, V. (1984). Appropriateness of accounting data in performance evaluation: an empirical examination of environmental uncertainty as. Accounting, Organizations and Society, 9(2), 125-135. https://doi.org/10.1016/0361-3682(84)90002-3
Gunderson, L. H. (2000). Ecological resilience-in theory and application. Annual Review of Ecology and Systematic, 31(1), 425-439. https://doi.org/10.1146/annurev.ecolsys.31.1.425
Hafsi, T., & Martinet, A.-C. (2008). Estratégia e gestão estratégica das empresas: um olhar histórico e crítico. Revista de Administração Contemporânea, 12(4), 1131-1158. https://doi.org/10.1590/S1415-65552008000400011
Heracleous, L., & Barrett, M. (2001). Organizational Change as Discourse: Communicative Actions and Deep Structures in the Context of Information Technology Implementation. Academy of Management Journal, 44(4), 755–778. https://doi.org/10.5465/3069414
Hrebiniak, L. G., & Joyce,W. F. (1985). Organizational adaptational: Strategic choice and environmental determinism. Administrative Science Quartely, 3(1), 226-349. https://doi.org/10.2307/2392666
Herbane, B. (2019). Rethinking organizational resilience and strategic renewal in SMEs. Entrepreneurship & Regional Development, 31(5-6), 476-495. https://doi.org/10.1080/08985626.2018.1541594
Hosseini, S., Barker, K., & Ramirez-Marquez, J. E. (2016). A review of definitions and measures of system resilience. Reliability Engineering & System Safery, 145(1), 47-61. https://doi.org/10.1016/j.ress.2015.08.006
Hautz, J., Seidl, D., & Whittington, R. (2017). Open strategy: dimensions, dilemmas, dynamics. Long Range Planning, 50(3), 298-309. https://doi.org/10.1016/j.lrp.2016.12.001
Jansen, L. K. C., Rotondaro, R. G., & Jansen, J. U. (2005). Estratégias de sobrevivência para pequenas e médias empresas em ambientes globalizados: um estudo de caso do setor eletroeletrônico. Gestão & Produção, 12(3), 405-416. https://doi.org/10.1590/S0104-530X2005000300010
Jarzabkowski, P. (2005). Strategy as practice: An activity based approach. Sage. https://doi.org/10.4135/9781446215777
Jarzabkowski, P., Balogun, J., & Seidl, D. (2007). Strategizing: the challenges of a practice perspective. Human Relations, 60(1), 5-27. https://doi.org/10.1177/0018726707075703
Jarzabkowski, P., & Kaplan, S. (2015). Strategy tools-in-use: A framework for understanding “technologies of rationality” in practice. Strategic Management Journal, 36(4), 537-558. https://doi.org/10.1002/smj.2270
Jarzabkowski, P., Bednarek, R., Chalkias, K., & Cacciatori, E. (2019). Exploring inter-organizational paradoxes: methodological lessons from a study of a grand challenge. Strategic Organization, 17(1), 120-132. https://doi.org/10.1177/1476127018805345
Jarzabkowski, P., Kavas, M., & Krull, E. (2021). It’s Practice. But is it Strategy? Reinvigorating strategy-as-practice by rethinking consequentiality. Organization Theory, 2(3), 1-13. https://doi.org/10.1177/26317877211029665
Johnson, G., Langley, A., Melin, L, & Whittington, R. (2007). Strategy as Practice: Research directions and resources. Reino Unido: Cambridge University Press. https://doi.org/10.1017/CBO9780511618925
Kouamé, S., & Langley, A. (2018). Relating microprocesses to macro‐outcomes in qualitative strategy process and practice research. Strategic Management Journal, 39(3), 559-581. https://doi.org/10.1002/smj.2726
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley.
Kim, Y. H., Sting, F. J., & Loch, C. H. (2014). Top-down, bottom-up, or both? Toward an integrative perspective on operations strategy formation. Journal of Operation Management, 32(1), 462-474. https://doi.org/10.1016/j.jom.2014.09.005
Kohtamäki, M., Whittington, R., Vaara, E., & Rabetino, R. (2021). Making connections: Harnessing the diversity of strategy‐as‐practice research. International Journal of Management Reviews, 32(3), 1-23. https://doi.org/10.1111/ijmr.12274
Lavarda, R. A. B., Perito, B. Z., & Rossi, E. (2020). Strategizing in pluralistic contexts: a narrative literature review. Revista Ibero-Americana de Estratégia, 19(2), 125-142. https://doi.org/10.5585/riae.v19i2.16985
Lavarda, R. A. B., Perito, B. Z., Gnigler, L. M., & Rocha, R. V. C. da. (2021). Open strategizing e incerteza ambiental percebida: o enfoque estratégico e contingencial no enfrentamento à crise causada pela pandemia do Covid-19. Revista Eletrônica de Administração, 27(1), 1-34. http://dx.doi.org/10.1590/1413-2311.311.104094
Lawrence, P. R., & Lorsch, J. W. (1967). Organization and environment: managing differentiation and integration. Boston: Harvard University Press.
Linnenluecke, M. K., Griffiths, A., & Winn, M. (2012). Extreme weather events and the critical importance of anticipatory adaptation and organizational resilience in responding to impacts. Business Strategic and the Environment, 21(1), 17-32. https://doi.org/10.1002/bse.708
Luedicke, M. K., Husemann, K. C., Furnari, S., & Ladstaetter, F. (2016). Radically Open Strategizing: How the Premium Cola Collective Takes Open Strategy to the Extreme. Long Range Planning, 50(3), 371-384. https://doi.org/10.1016/j.lrp.2016.07.001
Meyer, A. D. (1982). Adapting to environmental jolts. Administrative Science Qurterly, 27(4), 515-537. https://doi.org/10.2307/2392528
Mikalef, P., & Pateli, A. (2017). Information technology-enabled dynamic capabilities and their indirect effect on competitive performance: Findings from PLS-SEM and fsQCA. Journal of Business Research, 70(1), 1-16. https://doi.org/10.1016/j.jbusres.2016.09.004
Miller, K. D. (1993). Industry and country effects on managers perceptions of environmental uncertainties. Journal of International Business Studies, 24(3), 693-714. https://doi.org/10.1057/palgrave.jibs.8490251
Mintzberg, H. (1978). Patterns in strategy formation. Management science, 24(9), 934-948. https://doi.org/10.1287/mnsc.24.9.934
Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257-272. https://doi.org/10.1002/smj.4250060306
Mintzberg, H., Ahlstrand, B., & Lampel, J. (2010). Safári de estratégia: um roteiro pela selva do planejamento estratégico (2. ed.). Porto Alegre: Bookman.
Morton, J., Wilson, A., & Cooke, L. (2018). Managing Organizational Legitimacy through Modes of Open Strategizing. In: Academy of Management Proceedings. Anais. Academy of Management.
Nobre, F. S., Tobias, A. M., & Walker, D. S. (2011). Uma visão da empresa baseada em habilidades: contextos estratégicos e contingenciais. Revista de Administração Contemporânea, 15(3), 413-432. https://doi.org/10.1590/S1415-65552011000300004
Nonaka, I., & Takeuchi, H. (2021). Humanizing strategy. Long Range Planning, 54(4), 1-11. https://doi.org/10.1016/j.lrp.2021.102070
Picoli, F. R., & Takahashi, A. (2016). Capacidade de absorção, aprendizagem organizacional e mecanismos de integração social. Revista de Administração Contemporânea, 20(1), 1-20. https://doi.org/10.1590/1982-7849rac2016140036
Prayag, G., Spector, S., Orchiston, C., & Chowdhury, M. (2020). Psychological resilience, organizational resilience and life satisfaction in tourism firms: insights from the Canterbury earthquakes. Current Issues in Tourism, 23(10), 1216-1233. https://doi.org/10.1080/13683500.2019.1607832
Proterius, M. (2016). Crooked strategy implementation: covert tactics fill the gaps. Journal of Business Strategy, 37(4), 24-31. https://doi.org/10.1108/JBS-04-2015-0035
Raasch, M., Silveira-Martins, E., Tondolo, V. A. G., & Moura, G. L. de. (2020). Productive dynamics capability, environmental uncertainty, and organizational performance: as analysis of micro and small-sized agroindustries in Southern Brazil. Revista de Administração da Universidade Federal de Santa Maria, 13(5), 1050-1072. https://doi.org/10.5902/1983465941355
Rodrigues, M. G., & Costa, F. J. P. da. (2021). Estratégia organizacional e cenários de incerteza. Revista Brasileira de Administração Científica, 12(1), 140-146. https://doi.org/10.6008/CBPC2179-684X.2021.001.0011
Rother, E. T. (2007). Revisão sistemática X revisão narrativa. Acta Paulista de Enfermagem, 20(2), v-vi. https://doi.org/10.1590/S0103-21002007000200001
Sawalha, I. H. S. (2015). Managing adversity: understanding some dimensions of organizational resilience. Management Research Review, 38(4), 346-366. https://doi.org/10.1108/MRR-01-2014-0010
Schäfer, J. D., Lavarda, R. A. B., & Lunkes, R. J. (2019). Covert tactics and open strategy in the perspective of strategy as practice: a theoretical essay. REBRAE – Revista Brasileira de Estratégia, 12(1), 2-18. https://doi.org/10.7213/rebrae.v12i1.24644
Silveira-Martins, E., & Rossetto, C. R. (2018). Mapeamento da produção científica sobre incerteza ambiental em bases internacionais. Revista de Administração da Universidade Federal de Santa Maria, 11(1), 78-101. https://doi.org/10.5902/1983465914357
Staw, B. M., Sandelands, L. E., & Dutton, J. E. (1981). Threat rigidity effects in organizational behavior: a multilevel analysis. Administrative Science Quarterly, 26(4), 501-524. https://doi.org/10.2307/2392337
Stieger, D., Matzler, K., Chatterjee, S., & Ladstaetter-Funsenegger, F. (2012). Democratizing Strategy: How Crowdsourcing Can Be Used for Strategy Dialogues. California Management Review, 55(4), 44-68. https://doi.org/10.1525/cmr.2012.54.4.44
Sutton, R. I., & Staw, B. M. (1995). O que não é teoria. Administrative Science Quarterly, 40(3), 371-384. https://doi.org/10.2307/2393788
Tavakoli, A., Schlagwein, D., & Schoder, D. (2017). Open strategy: literature review, re-analysis of cases and conceptualization as a practice. The Journal of Strategic Information Systems, 26(3), 163-184. https://doi.org/10.1016/j.jsis.2017.01.003
Taylor, R. J., & Robichaud, D. (2004). Finding the Organization in the Communication: Discourse as Action and Sensemaking. Organization, 11(3), 395–413. https://doi.org/10.1177/1350508404041999
Valastro, J. (2011). Organizational resilience: a position paper for critical infrastructure. Australian Case Studies, Australian Government. Commonwealth of Australia, p. 1- 41, 2011. https://www.organisationresilience.gov.au/resourses/Documents/organisationalresilience-position-paper-for-critical-infrastructure-australian-case-studies.pdf
Vasconcelos, I. F. F. G., Cyrino, A. B., D'Oliveira, L. M., & Prallon, E. P. (2015). Resiliência organizacional e inovação sustentável: um estudo sobre o modelo de gestão de pessoas de uma empresa brasileira de energia. Cadernos EBAPE.BR, 13(4), 910-929. https://doi.org/10.1590/1679-395155896
Vogus, T., & Sutcliffe, K. (2007, outubro) Organizational resilience: towards a theory and research agenda. In 2007 IEEE International Conference on Systems, Man and Cybernetics (3418-3422). IEEE. https://doi.org/10.1109/ICSMC.2007.4414160
Whetten, D. A. (1989). What constitutes a theoretical contribution? Academy of Management Review, 14(4), 490-495. https://doi.org/10.2307/258554
Whittington, R. Strategy as practice. (1996). Long Range Planning, 29(5), 731- 735. https://doi.org/10.1016/0024-6301(96)00068-4
Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613-634. https://doi.org/10.1177/0170840606064101
Whittington, R. (2011). The practice turn in organization research: Towards a disciplined transdisciplinarity. Accounting, Organizations and Society, 36(3), 183-186. https://doi.org/10.1016/j.aos.2011.04.003
Whittington, R.; Cailluet, L., & Yakis‐Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management, 22(3), 531-544. https://doi.org/10.1111/j.1467-8551.2011.00762.x
Whittington, R. (2019). Open Strategy: professional strategists and practice change, 1960 to today. Oxford: Oxford University Press. https://doi.org/10.1093/oso/9780198738893.001.0001
WHO. (2021). WORLD HEALTH ORGANIZATION. Coronavirus disease (COVID-19): situation report – 128. Geneva, 2020. https://www.who.int/docs/default-source/coronaviruse/situation-reports/20200527-covid-19-sitrep-128.pdf?sfvrsn=11720c0a_2&ua=1
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2022 Revista Ibero-Americana de Estratégia (RIAE)
![Creative Commons License](http://i.creativecommons.org/l/by-nc-sa/4.0/88x31.png)
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
- Abstract 439
- PDF 266
- PDF (Português (Brasil)) 326