Introducing open strategy in hierarchical organisations: the evolving roles of upper management in its implementation

Purpose While Open Strategy (OS) scholars have investigated OS’s potential for higher innovation, better strategy implementation and effective strategic renewal, the question of how OS is introduced and implemented in hierarchical firms remains unexplored. To understand the process of how OS comes to life in contexts with limited pre-existing levels of agility and flexibility, this paper aims to explore the crucial roles of upper management (UM). Design/methodology/approach The longitudinal case study of the multinational firm Kiabi allows to offer a Five-Step Process Model for the effective introduction and implementation of OS in organisations. Findings The authors contribute to OS literature showing that while UM’s deliberate roles shape openness, the very process of openness also shapes UM’s roles: OS implementation effectiveness may depend on UM’s capacity to embrace emergent roles. They do so through mechanisms of responsive recalibration, modulating levels of openness between different roles and steps. Originality/value This model specifies the roles UM takes and how they modulate three criteria of openness, access to sensitive information, modes of participation and modes of decision-making to discover, execute and sustain openness over time.