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Social media and the emergence of reflexiveness as a new capability for open strategy

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Social media and the emergence of reflexiveness as a new capability for open strategy. / Baptista, Joao; Wilson, Alexander David; Galliers, Robert et al.
In: Long Range Planning, Vol. 50, No. 3, 30.06.2017, p. 322-336.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Baptista, J, Wilson, AD, Galliers, R & Bynghall, S 2017, 'Social media and the emergence of reflexiveness as a new capability for open strategy', Long Range Planning, vol. 50, no. 3, pp. 322-336. https://doi.org/10.1016/j.lrp.2016.07.005

APA

Baptista, J., Wilson, A. D., Galliers, R., & Bynghall, S. (2017). Social media and the emergence of reflexiveness as a new capability for open strategy. Long Range Planning, 50(3), 322-336. https://doi.org/10.1016/j.lrp.2016.07.005

Vancouver

Baptista J, Wilson AD, Galliers R, Bynghall S. Social media and the emergence of reflexiveness as a new capability for open strategy. Long Range Planning. 2017 Jun 30;50(3):322-336. Epub 2016 Aug 26. doi: 10.1016/j.lrp.2016.07.005

Author

Baptista, Joao ; Wilson, Alexander David ; Galliers, Robert et al. / Social media and the emergence of reflexiveness as a new capability for open strategy. In: Long Range Planning. 2017 ; Vol. 50, No. 3. pp. 322-336.

Bibtex

@article{8f5f146742a344a3b4fff19e259df660,
title = "Social media and the emergence of reflexiveness as a new capability for open strategy",
abstract = "Social media increases transparency and inclusiveness in organizational strategizing by widening engagement with strategy content and participants. However, our study shows that just relying on the feedback features of social media is not sufficient for an open strategy approach. Instead, emergent feedback from social media use leads to tensions initially between the participatory nature of the technology and extant management practices. Ultimately, these tensions encourage the development of new internal capabilities to appropriate feedback structurally into the organization. We conceptualize the emergence of this new organizational capability as reflexiveness. Further, we suggest that it is the development of this capability that, along with transparency and inclusiveness, explain the shift towards more open forms of strategizing and the potential to move organizations towards stewardship, as a governance model more consistent with open strategizing practices in organizations.",
author = "Joao Baptista and Wilson, {Alexander David} and Robert Galliers and Steve Bynghall",
year = "2017",
month = jun,
day = "30",
doi = "10.1016/j.lrp.2016.07.005",
language = "English",
volume = "50",
pages = "322--336",
journal = "Long Range Planning",
issn = "0024-6301",
publisher = "ELSEVIER SCI LTD",
number = "3",

}

RIS

TY - JOUR

T1 - Social media and the emergence of reflexiveness as a new capability for open strategy

AU - Baptista, Joao

AU - Wilson, Alexander David

AU - Galliers, Robert

AU - Bynghall, Steve

PY - 2017/6/30

Y1 - 2017/6/30

N2 - Social media increases transparency and inclusiveness in organizational strategizing by widening engagement with strategy content and participants. However, our study shows that just relying on the feedback features of social media is not sufficient for an open strategy approach. Instead, emergent feedback from social media use leads to tensions initially between the participatory nature of the technology and extant management practices. Ultimately, these tensions encourage the development of new internal capabilities to appropriate feedback structurally into the organization. We conceptualize the emergence of this new organizational capability as reflexiveness. Further, we suggest that it is the development of this capability that, along with transparency and inclusiveness, explain the shift towards more open forms of strategizing and the potential to move organizations towards stewardship, as a governance model more consistent with open strategizing practices in organizations.

AB - Social media increases transparency and inclusiveness in organizational strategizing by widening engagement with strategy content and participants. However, our study shows that just relying on the feedback features of social media is not sufficient for an open strategy approach. Instead, emergent feedback from social media use leads to tensions initially between the participatory nature of the technology and extant management practices. Ultimately, these tensions encourage the development of new internal capabilities to appropriate feedback structurally into the organization. We conceptualize the emergence of this new organizational capability as reflexiveness. Further, we suggest that it is the development of this capability that, along with transparency and inclusiveness, explain the shift towards more open forms of strategizing and the potential to move organizations towards stewardship, as a governance model more consistent with open strategizing practices in organizations.

U2 - 10.1016/j.lrp.2016.07.005

DO - 10.1016/j.lrp.2016.07.005

M3 - Journal article

VL - 50

SP - 322

EP - 336

JO - Long Range Planning

JF - Long Range Planning

SN - 0024-6301

IS - 3

ER -