Anais
Resumo do trabalho
Estratégia em Organizações · Abordagens sociais, cognitivas e comportamentais em Estratégia
Título
INTERWEAVING THE OPEN STRATEGY APPROACH AND ACEMOGLU'S INSTITUTIONAL FRAMEWORK TO FOSTER INCLUSIVE AND TRANSPARENT INSTITUTIONS: A CROSS-FERTILIZATION PROPOSAL
Palavras-chave
Open Strategy
Inclusive Institutions
Extractive Institutions
Autores
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CAIO CORREA COSTAUNIVERSIDADE FEDERAL DE SANTA CATARINA (UFSC)
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Rosalia Aldraci Barbosa LavardaUNIVERSIDADE FEDERAL DE SANTA CATARINA (UFSC)
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Eduardo Guedes VillarINSTITUTO FEDERAL DE EDUCAÇÃO, CIÊNCIA E TECNOLOGIA DE SANTA CATARINA (IFSC)
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André Luís da Silva LeiteUNIVERSIDADE FEDERAL DE SANTA CATARINA (UFSC)
Resumo
Introdução
This study explores the interweaving between the Open Strategy approach—with its emphasis on inclusion and transparency—and Acemoglu’s framework of Inclusive and Extractive Institutions, exploring how this cross-fertilization can foster inclusive and transparent institutions. Although both approaches engage with issues of inclusion and power distribution, what remains theoretically underexplored is how institutional structures condition the viability and effectiveness of openness in strategic processes, and how, in turn, open strategy may act as a microlevel mechanism for institutional change.
Problema de Pesquisa e Objetivo
The present work seeks to bridge these two theoretical-analytical approaches by examining the interweaving between the open strategy approach - with its emphasis on inclusion and transparency - and the framework of Inclusive and Extractive Institutions, as defined by Acemoglu and Robinson (2012), exploring how this cross-fertilization can contribute to fostering inclusive and transparent institutions. By integrating these perspectives, the study aims to address a theoretical gap concerning the interaction between micro-level strategic practices and macro-level institutional environments.
Fundamentação Teórica
The theoretical analysis involves an in-depth review of the literature on open strategy and Acemoglu’s institutional framework. The approach of open strategy has gained significant traction over the past decade, building upon seminal works such as Whittington et al. (2011) and Hautz et al. (2017). As with recent studies in the strategy field, institutional economics has increasingly focused on research concerning inclusive and extractive institutions. This conception was originally proposed by Acemoglu and Robinson (2012), which earned them the 2024 Nobel Prize in Economics.
Discussão
Key themes emerged from the 16 articles selected for analysis. (i)Challenges of implementing open strategy across different institutional contexts; (ii)Open strategy in extractive institutional environments; (iii)The role of organizational democracy in strategic openness and its trade-offs; (iv)The paradox of inclusion and transparency in corporate political activity; (v)Political aspects of strategic openness and the influence of corporate elites. Our findings highlight that the cross-fertilization between open strategy and inclusive institutions suggests a mutually reinforcing relationship.
Conclusão
By interweaving the theoretical approach of open strategy with Acemoglu's institutional framework, this study advances a cross-fertilization proposal that highlights the interaction between micro-level organizational practices and macro-level institutional structures. The evidence suggests that while open strategy can drive inclusion and transparency, its impact depends on the institutional environment in which firms operate - a firm-institutional environment dynamic that remains underexplored in academia.
Contribuição / Impacto
The cross-fertilization between Open Strategy and inclusive institutions suggests a mutually reinforcing relationship. Open Strategy can serve as a microlevel tool to institutionalize transparency and participation, while inclusive institutions provide the macrolevel conditions for such practices to flourish. The collection of papers indicated that inclusive institutions create a favorable environment for Open Strategy practices. Given the absence of prior literature combining these two approaches, this study offers an original contribution, underscoring the need for future research.
Referências Bibliográficas
Acemoglu, D., & Robinson, J. A. (2012). Why nations fail: The origins of power, prosperity, and poverty. Crown Publishers.
Acemoglu, D., Gallego, F., & Robinson, J. (2014). Institutions, human capital, and development. Annual Review of Economics, 6(1), 875–912.
Hautz, J., Seidl, D., & Whittington, R. (2017). Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning, 50(3), 298-309.
Whittington, R., Cailluet, L., & Yakis-Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management, 22(3), 531-544.
Acemoglu, D., Gallego, F., & Robinson, J. (2014). Institutions, human capital, and development. Annual Review of Economics, 6(1), 875–912.
Hautz, J., Seidl, D., & Whittington, R. (2017). Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning, 50(3), 298-309.
Whittington, R., Cailluet, L., & Yakis-Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management, 22(3), 531-544.