%0 Journal Article
%T Closing for the Benefit of Openness? The case of Wikimedia¡¯s open strategy process
%A Gordon M¨¹ller-Seitz
%A Laura Dobusch
%A Leonhard Dobusch
%J Organization Studies
%@ 1741-3044
%D 2019
%R 10.1177/0170840617736930
%X A growing number of organizations subscribe to ideals of openness in areas such as innovation or strategy-making, supported by digital technologies and fuelled by promises of better outcomes and increased legitimacy. However, by applying a relational lens of inclusion and exclusion, we argue that, paradoxically, certain forms of closure may be necessary to achieve desired open qualities in strategy-making. Analysing the case of Wikimedia, which called for participation in a globally open strategy-making process, we show that openness regarding participation in crafting strategy content depends on certain forms of closure regarding procedures of the strategy-making process. Against this background, we propose a two-dimensional framework of openness, in which content-related and procedural openness are characterized by a combination of open and closed elements
%K decision-making
%K exclusion
%K inclusion
%K openness
%K participation
%K strategy-making
%U https://journals.sagepub.com/doi/full/10.1177/0170840617736930