This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Adobor, H. (2019), Opening up strategy formulation: benefits, risks, and some suggestions, Business Horizons, Vol. 62, No. 3, pp. 383–393, https://doi.org/10.1016/j.bushor.2019.01.005.AdoborH. (2019), Opening up strategy formulation: benefits, risks, and some suggestions, , Vol. 62, No. 3, pp. 383–393, https://doi.org/10.1016/j.bushor.2019.01.005.Search in Google Scholar
Adobor, H. (2020), Open strategy: role of organizational democracy, Journal of Strategy and Management, Vol. 13, No. 2, pp. 310–331, https://doi.org/10.1108/JSMA-07-2019-0125.AdoborH. (2020), Open strategy: role of organizational democracy, , Vol. 13, No. 2, pp. 310–331, https://doi.org/10.1108/JSMA-07-2019-0125.Search in Google Scholar
Alexy, O., George, G., Salter, A.J. (2013), Cui Bono? The selective revealing of knowledge and its implications for innovative activity, Academy of Management Review, Vol. 38, No. 2, pp. 270–291, https://doi.org/10.5465/amr.2011.0193.AlexyO.GeorgeG.SalterA.J. (2013), Cui Bono? The selective revealing of knowledge and its implications for innovative activity, , Vol. 38, No. 2, pp. 270–291, https://doi.org/10.5465/amr.2011.0193.Search in Google Scholar
Alexy, O., West, J., Klapper, H., Reitzig, M. (2018), Surrendering control to gain advantage: reconciling openness and the resource-based view of the firm, Strategic Management Journal, Vol. 39, No. 6, pp. 1704–1727, https://doi.org/10.1002/smj.2706.AlexyO.WestJ.KlapperH.ReitzigM. (2018), Surrendering control to gain advantage: reconciling openness and the resource-based view of the firm, , Vol. 39, No. 6, pp. 1704–1727, https://doi.org/10.1002/smj.2706.Search in Google Scholar
Amabile, T.M. (1997), Motivating creativity in organizations: on doing what you love and loving what you do, California Management Review, Vol. 40, No. 1, pp. 39–58, https://doi.org/10.2307/41165921.AmabileT.M. (1997), Motivating creativity in organizations: on doing what you love and loving what you do, , Vol. 40, No. 1, pp. 39–58, https://doi.org/10.2307/41165921.Search in Google Scholar
Andrews, R., Boyne, G.A., Law, J., Walker, R.M. (2009), Strategy, structure and process in the public sector: a test of the miles and snow model, Public Administration, Vol. 87, No. 4, pp. 732–749, https://doi.org/10.1111/J.1467-9299.2009.01760.X.AndrewsR.BoyneG.A.LawJ.WalkerR.M. (2009), Strategy, structure and process in the public sector: a test of the miles and snow model, , Vol. 87, No. 4, pp. 732–749, https://doi.org/10.1111/J.1467-9299.2009.01760.X.Search in Google Scholar
Appleyard, M.M., Chesbrough, H.W. (2017), The dynamics of open strategy: from adoption to reversion, Long Range Planning, Vol. 50, No. 3, pp. 310–321, https://doi.org/10.1016/J.LRP.2016.07.004.AppleyardM.M.ChesbroughH.W. (2017), The dynamics of open strategy: from adoption to reversion, , Vol. 50, No. 3, pp. 310–321, https://doi.org/10.1016/J.LRP.2016.07.004.Search in Google Scholar
Archibald, M.M. (2015), Investigator triangulation: a collaborative strategy with potential for mixed methods research, Journal of Mixed Methods Research, Vol. 10, No. 3, pp. 228–250, https://doi.org/10.1177/1558689815570092.ArchibaldM.M. (2015), Investigator triangulation: a collaborative strategy with potential for mixed methods research, , Vol. 10, No. 3, pp. 228–250, https://doi.org/10.1177/1558689815570092.Search in Google Scholar
Arsel, Z. (2017), Asking questions with reflexive focus: a tutorial on designing and conducting interviews, Journal of Consumer Research, Vol. 44, No. 4, pp. 939–948, https://doi.org/10.1093/JCR/UCX096.ArselZ. (2017), Asking questions with reflexive focus: a tutorial on designing and conducting interviews, , Vol. 44, No. 4, pp. 939–948, https://doi.org/10.1093/JCR/UCX096.Search in Google Scholar
Baptista, J., Wilson, A.D., Galliers, R.D., 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.BaptistaJ.WilsonA.D.GalliersR.D.BynghallS. (2017), Social media and the emergence of reflexiveness as a new capability for open strategy, , Vol. 50, No. 3, pp. 322–336, https://doi.org/10.1016/J.LRP.2016.07.005.Search in Google Scholar
Barton, L.C., Ambrosini, V. (2013), The moderating effect of organizational change cynicism on middle manager strategy commitment, International Journal of Human Resource Management, Vol. 24, No. 4, pp. 721–746, https://doi.org/10.1080/09585192.2012.697481.BartonL.C.AmbrosiniV. (2013), The moderating effect of organizational change cynicism on middle manager strategy commitment, , Vol. 24, No. 4, pp. 721–746, https://doi.org/10.1080/09585192.2012.697481.Search in Google Scholar
Bilton, C. (2007), Management and creativity: from creative industries to creative management, Blackwell Pub., Malden.BiltonC. (2007), , Blackwell Pub., Malden.Search in Google Scholar
Borison, A., Hamm, G. (2010), Prediction markets: a new tool for strategic decision making, California Management Review, Vol. 52, No. 4, pp. 125–141, https://doi.org/10.1525/cmr.2010.52.4.125.BorisonA.HammG. (2010), Prediction markets: a new tool for strategic decision making, , Vol. 52, No. 4, pp. 125–141, https://doi.org/10.1525/cmr.2010.52.4.125.Search in Google Scholar
Brielmaier, C., Friesl, M. (2021), Pulled in all directions: Open strategy participation as an attention contest, Strategic Organization, Vol. 00, No. 0, pp. 1–12, doi: 10.1177/14761270211034515BrielmaierC.FrieslM. (2021), Pulled in all directions: Open strategy participation as an attention contest, , Vol. 00, No. 0, pp. 1–12, doi: 10.1177/14761270211034515Open DOISearch in Google Scholar
Campbell, J.L., Quincy, C., Osserman, J., Pedersen, O.K. (2013), Coding in-depth semistructured interviews, Sociological Methods and Research, Vol. 42, No. 3, pp. 294–320, https://doi.org/10.1177/0049124113500475.CampbellJ.L.QuincyC.OssermanJ.PedersenO.K. (2013), Coding in-depth semistructured interviews, , Vol. 42, No. 3, pp. 294–320, https://doi.org/10.1177/0049124113500475.Search in Google Scholar
Charmaz, K. (2014), Constructing grounded theory, 2nd edn, Sage, Thousand Oaks.CharmazK. (2014), , 2nd edn, Sage, Thousand Oaks.Search in Google Scholar
Chesbrough, H.W. (2020), To recover faster from COVID-19, open up: managerial implications from an open innovation perspective, Industrial Marketing Management, Vol. 88, pp. 410–413, https://doi.org/10.1016/j.indmarman.2020.04.010.ChesbroughH.W. (2020), To recover faster from COVID-19, open up: managerial implications from an open innovation perspective, , Vol. 88, pp. 410–413, https://doi.org/10.1016/j.indmarman.2020.04.010.Search in Google Scholar
Chesbrough, H.W., Appleyard, M.M. (2007), Open innovation and strategy, California Management Review, Vol. 50, No. 1, pp. 57–76.ChesbroughH.W.AppleyardM.M. (2007), Open innovation and strategy, , Vol. 50, No. 1, pp. 57–76.Search in Google Scholar
Christensen, L.T. (2002), Corporate communication: the challenge of transparency, Corporate Communications: An International Journal, Vol. 7, No. 3, pp. 162–168, https://doi.org/10.1108/13563280210436772.ChristensenL.T. (2002), Corporate communication: the challenge of transparency, , Vol. 7, No. 3, pp. 162–168, https://doi.org/10.1108/13563280210436772.Search in Google Scholar
Collier, N., Fishwick, F., Floyd, S.W. (2004), Managerial involvement and perceptions of strategy process, Long Range Planning, Vol. 37, No. 1, pp. 67–83, https://doi.org/10.1016/j.lrp.2003.11.012.CollierN.FishwickF.FloydS.W. (2004), Managerial involvement and perceptions of strategy process, , Vol. 37, No. 1, pp. 67–83, https://doi.org/10.1016/j.lrp.2003.11.012.Search in Google Scholar
Covin, J.G., Green, K.M., Slevin, D.P. (2006), Strategic process effects on the entrepreneurial orientation-sales growth rate relationship, Entrepreneurship Theory and Practice, Vol. 30, No. 1, pp. 57–81, https://doi.org/10.1111/j.1540-6520.2006.00110.x.CovinJ.G.GreenK.M.SlevinD.P. (2006), Strategic process effects on the entrepreneurial orientation-sales growth rate relationship, , Vol. 30, No. 1, pp. 57–81, https://doi.org/10.1111/j.1540-6520.2006.00110.x.Search in Google Scholar
Czapiński, J., Panek, T. (Eds). (2014), Diagnoza społeczna 2013. Warunki i jakość życia Polaków, Centrum Rozwoju Zasobów Ludzkich. retrieved from http://rops-opole.pl/wp-content/uploads/publikacje/Warunki i jakosc zycia Polakow.pdf, [Accessed April 15, 2022]CzapińskiJ.PanekT. (Eds). (2014), . retrieved from http://rops-opole.pl/wp-content/uploads/publikacje/WarunkiijakosczyciaPolakow.pdf, [Accessed April 15, 2022]Search in Google Scholar
Daulatkar, S., Sangle, P.S., Sangle, S. (2019), Co-aligning strategy, structure, process and culture, in: Managing Technology for Inclusive and Sustainable Growth – 28th International Conference for the International Association of Management of Technology, IAMOT 2019, 7-11 April 2019, Mumbai, India, pp. 661–674.DaulatkarS.SangleP.S.SangleS. (2019), Co-aligning strategy, structure, process and culture, in: , IAMOT 2019, 7-11 April 2019, Mumbai, India, pp. 661–674.Search in Google Scholar
Dobusch, L., Dobusch, L. (2019), The relation between openness and closure in open strategy: programmatic and constitutive approaches to openness, in: D. Seidl, R. Whittington, G. Von Krogh, (Eds), Cambridge handbook of open strategy, Cambridge University Press, Cambridge, https://doi.org/10.1017/9781108347921.020.DobuschL.DobuschL. (2019), The relation between openness and closure in open strategy: programmatic and constitutive approaches to openness, in: SeidlD.WhittingtonR.Von KroghG., (Eds), , Cambridge University Press, Cambridge, https://doi.org/10.1017/9781108347921.020.Search in Google Scholar
Dobusch, L., Dobusch, L., Müller-Seitz, G. (2019), Closing for the benefit of openness? The case of Wikimedia’s open strategy process, Organization Studies, Vol. 40, No. 3, pp. 343–370, https://doi.org/10.1177/0170840617736930.DobuschL.DobuschL.Müller-SeitzG. (2019), Closing for the benefit of openness? The case of Wikimedia’s open strategy process, , Vol. 40, No. 3, pp. 343–370, https://doi.org/10.1177/0170840617736930.Search in Google Scholar
Dobusch, L., Kapeller, J. (2013), Open strategy between crowd and community: lessons from Wikimedia and Creative Commons, Academy of Management Proceedings, Vol. 2013, No. 1, pp. 15831–15831, https://doi.org/10.5465/ambpp.2013.15831abstract.DobuschL.KapellerJ. (2013), Open strategy between crowd and community: lessons from Wikimedia and Creative Commons, , Vol. 2013, No. 1, pp. 15831–15831, https://doi.org/10.5465/ambpp.2013.15831abstract.Search in Google Scholar
Dobusch, L., Kapeller, J. (2018), Open strategy-making with crowds and communities: comparing Wikimedia and Creative Commons, Long Range Planning, Vol. 51, No. 4, pp. 561–579, https://doi.org/10.1016/j.lrp.2017.08.005.DobuschL.KapellerJ. (2018), Open strategy-making with crowds and communities: comparing Wikimedia and Creative Commons, , Vol. 51, No. 4, pp. 561–579, https://doi.org/10.1016/j.lrp.2017.08.005.Search in Google Scholar
Dobusch, L., Mueller-Seitz, G. (2012), Strategy as a practice of thousands: the case of Wikimedia, Academy of Management Proceedings, Vol. 2012, No. 1, pp. 1344–1349, https://doi.org/10.5465/AMBPP.2012.43.DobuschL.Mueller-SeitzG. (2012), Strategy as a practice of thousands: the case of Wikimedia, , Vol. 2012, No. 1, pp. 1344–1349, https://doi.org/10.5465/AMBPP.2012.43.Search in Google Scholar
Doz, Y., Kosonen, M. (2008), The dynamics of strategic agility: Nokia’s rollercoaster experience, California Management Review, Vol. 50, No. 3, pp. 95–118, https://doi.org/10.2307/41166447.DozY.KosonenM. (2008), The dynamics of strategic agility: Nokia’s rollercoaster experience, , Vol. 50, No. 3, pp. 95–118, https://doi.org/10.2307/41166447.Search in Google Scholar
Ehrhart, M.G., Schneider, B. (2016), Organizational climate and culture, Oxford Research Encyclopedia of Psychology, retrieved from https://doi.org/10.1093/ACREFORE/9780190236557.013.3, [Accessed February 20, 2022].EhrhartM.G.SchneiderB. (2016), Organizational climate and culture, , retrieved from https://doi.org/10.1093/ACREFORE/9780190236557.013.3, [Accessed February 20, 2022].Search in Google Scholar
Ekvall, G. (1996), Organizational climate for creativity and innovation, European Journal of Work and Organizational Psychology, Vol. 5, No. 1, pp. 105–123, https://doi.org/10.1080/13594329608414845.EkvallG. (1996), Organizational climate for creativity and innovation, , Vol. 5, No. 1, pp. 105–123, https://doi.org/10.1080/13594329608414845.Search in Google Scholar
Elliott, V. (2018), Thinking about the coding process in qualitative data analysis, The Qualitative Report, Vol. 23, No. 11, pp. 2850–2861.ElliottV. (2018), Thinking about the coding process in qualitative data analysis, , Vol. 23, No. 11, pp. 2850–2861.Search in Google Scholar
Etzioni, A. (2010), Is transparency the best disinfectant? Journal of Political Philosophy, Vol. 18, No. 4, pp. 389–404, https://doi.org/10.1111/j.1467-9760.2010.00366.x.EtzioniA. (2010), Is transparency the best disinfectant?, Vol. 18, No. 4, pp. 389–404, https://doi.org/10.1111/j.1467-9760.2010.00366.x.Search in Google Scholar
Flew, T. (2013), Global creative industries, Polity, Cambridge.FlewT. (2013), , Polity, Cambridge.Search in Google Scholar
Gast, A., Zanini, M. (2012), The social side of strategy, McKinsey Quarterly, Vol. 2, No. 1, pp. 82–93.GastA.ZaniniM. (2012), The social side of strategy, , Vol. 2, No. 1, pp. 82–93.Search in Google Scholar
Gegenhuber, T., Dobusch, L. (2017), Making an impression through openness: how open strategy-making practices change in theeEvolution of new ventures, Long Range Planning, Vol. 50, No. 3, pp. 337–354, https://doi.org/10.1016/j.lrp.2016.09.001.GegenhuberT.DobuschL. (2017), Making an impression through openness: how open strategy-making practices change in theeEvolution of new ventures, , Vol. 50, No. 3, pp. 337–354, https://doi.org/10.1016/j.lrp.2016.09.001.Search in Google Scholar
Gioia, D.A., Corley, K.G., Hamilton, A.L. (2013), Seeking qualitative rigor in inductive research, Organizational Research Methods, Vol. 16, No. 1, pp. 15–31, https://doi.org/10.1177/109 4428112452151.GioiaD.A.CorleyK.G.HamiltonA.L. (2013), Seeking qualitative rigor in inductive research, , Vol. 16, No. 1, pp. 15–31, https://doi.org/10.1177/109 4428112452151.Search in Google Scholar
Gurca, A., Bagherzadeh, M., Markovic, S., Koporcic, N. (2021), Managing the challenges of business-to-business open innovation in complex projects: a multi-stage process model, Industrial Marketing Management, Vol. 94, pp. 202–215, https://doi.org/10.1016/j.indmarman.2020.05.035.GurcaA.BagherzadehM.MarkovicS.KoporcicN. (2021), Managing the challenges of business-to-business open innovation in complex projects: a multi-stage process model, , Vol. 94, pp. 202–215, https://doi.org/10.1016/j.indmarman.2020.05.035.Search in Google Scholar
Hambrick, D.C. (2007), Upper echelons theory: an update, Academy of Management Review, Vol. 32, No. 2, pp. 334–343, https://doi.org/10.5465/AMR.2007.24345254.HambrickD.C. (2007), Upper echelons theory: an update, , Vol. 32, No. 2, pp. 334–343, https://doi.org/10.5465/AMR.2007.24345254.Search in Google Scholar
Hautz, J. (2017), Opening up the strategy process – A network perspective, Management Decision, Vol. 55, No. 9, pp. 1956–1983, https://doi.org/10.1108/MD-07-2016-0510.HautzJ. (2017), Opening up the strategy process – A network perspective, , Vol. 55, No. 9, pp. 1956–1983, https://doi.org/10.1108/MD-07-2016-0510.Search in Google Scholar
Hautz, J., Matzler, K., Sutter, J., Hutter, K., Füller, J. (2019), Practices of inclusion in open strategy, in: D. Seidl, R. Whittington, G. Von Krogh, (Eds), Cambridge handbook of open strategy, Cambridge University Press, https://doi. org/10.1017/9781108347921.006.HautzJ.MatzlerK.SutterJ.HutterK.FüllerJ. (2019), Practices of inclusion in open strategy, in: SeidlD.WhittingtonR.Von KroghG., (Eds), , Cambridge University Press, https://doi.org/10.1017/9781108347921.006.Search in Google Scholar
Hautz, J., Seidl, D., Whittington, R. (2017), Open strategy: dimensions, dilemmas, dynamics, Long Range Planning, Vol. 50, No. 3, pp. 298–309, https://doi.org/10.1016/j.lrp.2016.12.001.HautzJ.SeidlD.WhittingtonR. (2017), Open strategy: dimensions, dilemmas, dynamics, , Vol. 50, No. 3, pp. 298–309, https://doi.org/10.1016/j.lrp.2016.12.001.Search in Google Scholar
Henisz, W.J., Dorobantu, S., Nartey, L.J. (2014), Spinning gold: the financial returns to stakeholder engagement, Strategic Management Journal, Vol. 35, No. 12, pp. 1727–1748, https://doi.org/10.1002/smj.2180.HeniszW.J.DorobantuS.NarteyL.J. (2014), Spinning gold: the financial returns to stakeholder engagement, , Vol. 35, No. 12, pp. 1727–1748, https://doi.org/10.1002/smj.2180.Search in Google Scholar
Hesmondhalgh, D. (2013), The cultural industries, 3rd edn, SAGE Publications, London.HesmondhalghD. (2013), , 3rd edn, SAGE Publications, London.Search in Google Scholar
Higdon, R.D. (2018), From employability to ‘complexability,’ Industry and Higher Education, Vol. 32, No. 1, pp. 33–46, https://doi.org/10.1177/0950422217744721.HigdonR.D. (2018), From employability to ‘complexability,’, Vol. 32, No. 1, pp. 33–46, https://doi.org/10.1177/0950422217744721.Search in Google Scholar
Hutter, K., Nketia, B.A., Füller, J. (2017), Falling short with participation — different effects of ideation, commenting, and evaluating behavior on open strategizing, Long Range Planning, Vol. 50, No. 3, pp. 355–370, https://doi.org/10.1016/j.lrp.2016.08.005.HutterK.NketiaB.A.FüllerJ. (2017), Falling short with participation — different effects of ideation, commenting, and evaluating behavior on open strategizing, , Vol. 50, No. 3, pp. 355–370, https://doi.org/10.1016/j.lrp.2016.08.005.Search in Google Scholar
Janićijević, N. (2017), Organizational models as configurations of structure, culture, leadership, control, and change strategy, Economic Annals, Vol. 62, No. 213, pp. 67–91, https://doi.org/10.2298/EKA1713067J.JanićijevićN. (2017), Organizational models as configurations of structure, culture, leadership, control, and change strategy, , Vol. 62, No. 213, pp. 67–91, https://doi.org/10.2298/EKA1713067J.Search in Google Scholar
Kahn, W.A., Kram, K.E. (1994), Authority at work: internal models and their organizational consequences, Academy of Management Review, Vol. 19, No. 1, pp. 17–50, https://doi.org/10.5465/amr.1994.9410122007.KahnW.A.KramK.E. (1994), Authority at work: internal models and their organizational consequences, , Vol. 19, No. 1, pp. 17–50, https://doi.org/10.5465/amr.1994.9410122007.Search in Google Scholar
Kärnä, E. (2015), Implementing strategy means changes for employees, in: P.F.E. Dievernich, O.K. Tokarski, J. Gong, (Eds), Change management and the human factor: advances, challenges and contradictions in organizational development, Springer International Publishing, Cham, pp. 109–127.KärnäE. (2015), Implementing strategy means changes for employees, in: DievernichP.F.E.TokarskiO.K.GongJ., (Eds), , Springer International Publishing, Cham, pp. 109–127.Search in Google Scholar
KEA European Affairs. (2006), The economy of culture in Europe, retrieved from file:///C:/Users/pwolc/Downloads/1.-the-economy-of-culture-in-Europe.pdf, [Accessed March 10, 2022].KEA European Affairs. (2006), , retrieved from file:///C:/Users/pwolc/Downloads/1.-the-economy-of-culture-in-Europe.pdf, [Accessed March 10, 2022].Search in Google Scholar
Laine, P.-M., Vaara, E. (2015), Participation in strategy work, in: D. Golsorkhi, L. Rouleau, D. Seidl, E. Vaara, (Eds), Cambridge handbook of strategy as practice, Cambridge University Press, Cambridge, pp. 616–631, https://doi.org/10.1017/CBO9781139681032.036.LaineP.-M.VaaraE. (2015), Participation in strategy work, in: GolsorkhiD.RouleauL.SeidlD.VaaraE., (Eds), , Cambridge University Press, Cambridge, pp. 616–631, https://doi.org/10.1017/CBO9781139681032.036.Search in Google Scholar
Mack, D.Z., Szulanski, G. (2017), Opening up: how centralization affects participation and inclusion in strategy making, Long Range Planning, Vol. 50, No. 3, pp. 385–396, https://doi.org/10.1016/j.lrp.2016.08.004.MackD.Z.SzulanskiG. (2017), Opening up: how centralization affects participation and inclusion in strategy making, , Vol. 50, No. 3, pp. 385–396, https://doi.org/10.1016/j.lrp.2016.08.004.Search in Google Scholar
MacLennan, A. (2011), Strategy execution: translating strategy into action in complex organizations, Routledge, London, https://doi.org/10.4324/9780203847336.MacLennanA. (2011), , Routledge, London, https://doi.org/10.4324/9780203847336.Search in Google Scholar
Main Statistical Office. (2020), Cultural and creative industries in 2018, retrieved from https://stat.gov.pl/en/topics/culture-tourism-sport/culture/cultural-and-creative-industries-in-2018,14,1.html, [Accessed March 28, 2022].Main Statistical Office. (2020), , retrieved from https://stat.gov.pl/en/topics/culture-tourism-sport/culture/cultural-and-creative-industries-in-2018,14,1.html, [Accessed March 28, 2022].Search in Google Scholar
Malhotra, A., Majchrzak, A., Niemiec, R.M. (2017), Using public crowds for open strategy formulation: mitigating the risks of knowledge gaps, Long Range Planning, Vol. 50, No. 3, pp. 397–410, https://doi.org/10.1016/j.lrp.2016.06.004.MalhotraA.MajchrzakA.NiemiecR.M. (2017), Using public crowds for open strategy formulation: mitigating the risks of knowledge gaps, , Vol. 50, No. 3, pp. 397–410, https://doi.org/10.1016/j.lrp.2016.06.004.Search in Google Scholar
Mantere, S., Vaara, E. (2008), On the problem of participation in strategy: a critical discursive perspective, Organization Science, Vol. 19, No. 2, pp. 341–358, https://doi.org/10.1287/orsc.1070.0296.MantereS.VaaraE. (2008), On the problem of participation in strategy: a critical discursive perspective, , Vol. 19, No. 2, pp. 341–358, https://doi.org/10.1287/orsc.1070.0296.Search in Google Scholar
Mantere, S., Whittington, R. (2021), Becoming a strategist: the roles of strategy discourse and ontological security in managerial identity work, Strategic Organization, Vol. 19, No. 4 pp. 553-578, https://doi.org/10.1177/1476127020908781.MantereS.WhittingtonR. (2021), Becoming a strategist: the roles of strategy discourse and ontological security in managerial identity work, , Vol. 19, No. 4 pp. 553-578, https://doi.org/10.1177/1476127020908781.Search in Google Scholar
Martín-de Castro, G. (2015), Knowledge management and innovation in knowledge-based and high-tech industrial markets: the role of openness and absorptive capacity, Industrial Marketing Management, Vol. 47, pp. 143–146, https://doi. org/10.1016/j.indmarman.2015.02.032.Martín-de CastroG. (2015), Knowledge management and innovation in knowledge-based and high-tech industrial markets: the role of openness and absorptive capacity, , Vol. 47, pp. 143–146, https://doi.org/10.1016/j.indmarman.2015.02.032.Search in Google Scholar
Matzler, K., Füller, J., Hutter, K., Hautz, J., Stieger, D. (2016), Crowdsourcing strategy: how openness changes strategy work, Problems and Perspectives in Management, Vol. 14, No. 3–2, pp. 450–460, http://dx.doi.org/10.21511/ppm.14(3-2).2016.01.MatzlerK.FüllerJ.HutterK.HautzJ.StiegerD. (2016), Crowdsourcing strategy: how openness changes strategy work, , Vol. 14, No. 3–2, pp. 450–460, http://dx.doi.org/10.21511/ppm.14(3-2).2016.01.Search in Google Scholar
Matzler, K., Füller, J., Koch, B., Hautz, J., Hutter, K. (2014), Open strategy – A new strategy paradigm? in: K. Matzler, H. Pechlaner, B. Renzl, (Eds.) Strategie und leadership, Springer Fachmedien Wiesbaden, pp. 37–55, https://doi. org/10.1007/978-3-658-04057-4_3.MatzlerK.FüllerJ.KochB.HautzJ.HutterK. (2014), Open strategy – A new strategy paradigm? in: MatzlerK.PechlanerH.RenzlB., (Eds.) , Springer Fachmedien Wiesbaden, pp. 37–55, https://doi.org/10.1007/978-3-658-04057-4_3.Search in Google Scholar
Meiqing, Z., Yingli. (2009), On the innovation effect of network structure in creative industrial cluster, in: P.N. Ruan, Z.Y. Ge, (Eds), Systems, Organizations and Management: Proceedings of the 3rd Workshop of International Society in Scientific Inventions, October 23-25, 2009, Beijing, China, pp. 42–48.MeiqingZ.Yingli. (2009), On the innovation effect of network structure in creative industrial cluster, in: RuanP.N.GeZ.Y., (Eds), , October23-25, 2009, Beijing, China, pp. 42–48.Search in Google Scholar
Michailova, S. (2011), Contextualizing in international business research: why do we need more of it and how can we be better at it? Scandinavian Journal of Management, Vol. 27, No. 1, pp. 129–139, https://doi.org/10.1016/J.SCAMAN.2010.11.003.MichailovaS. (2011), Contextualizing in international business research: why do we need more of it and how can we be better at it?, Vol. 27, No. 1, pp. 129–139, https://doi.org/10.1016/J.SCAMAN.2010.11.003.Search in Google Scholar
Miles, R.E., Snow, C.C., Meyer, A.D., Coleman, H.J. (1978), Organizational strategy, structure, and process, The Academy of Management Review, Vol. 3, No. 3, pp. 546–562, doi: 10.2307/257544MilesR.E.SnowC.C.MeyerA.D.ColemanH.J. (1978), Organizational strategy, structure, and process, , Vol. 3, No. 3, pp. 546–562, doi: 10.2307/257544Open DOISearch in Google Scholar
Möllering, G., Bachmann, R., Hee Lee, S. (2004), Understanding organizational trust – foundations, constellations, and issues of operationalisation, Journal of Managerial Psychology, Vol. 19, No. 6, pp. 556–570, https://doi. org/10.1108/02683940410551480.MölleringG.BachmannR.Hee LeeS. (2004), Understanding organizational trust – foundations, constellations, and issues of operationalisation, , Vol. 19, No. 6, pp. 556–570, https://doi.org/10.1108/02683940410551480.Search in Google Scholar
Montanari, F., Della Torre, E., Sikora, D.M. (2021), Bohemian like you? Managing people and organizations in creative industries, European Management Review, Vol. 18, No. 4, pp. 385–388, https://doi.org/10.1111/emre.12471.MontanariF.Della TorreE.SikoraD.M. (2021), Bohemian like you? Managing people and organizations in creative industries, , Vol. 18, No. 4, pp. 385–388, https://doi.org/10.1111/emre.12471.Search in Google Scholar
Parris, D.L., Dapko, J.L., Arnold, R.W., Arnold, D. (2016), Exploring transparency: a new framework for responsible business management, Management Decision, Vol. 54, No. 1, pp. 222–247, https://doi.org/10.1108/MD-07-2015-0279.ParrisD.L.DapkoJ.L.ArnoldR.W.ArnoldD. (2016), Exploring transparency: a new framework for responsible business management, , Vol. 54, No. 1, pp. 222–247, https://doi.org/10.1108/MD-07-2015-0279.Search in Google Scholar
Patterson, M.G., West, M.A., Shackleton, V.J., Dawson, J.F., Lawthom, R., Maitlis, S., Robinson, D.L., Wallace, A.M. (2005), Validating the organizational climate measure: links to managerial practices, productivity and innovation, Journal of Organizational Behavior, Vol. 26, No. 4, pp. 379–408, https://doi.org/10.1002/JOB.312.PattersonM.G.WestM.A.ShackletonV.J.DawsonJ.F.LawthomR.MaitlisS.RobinsonD.L.WallaceA.M. (2005), Validating the organizational climate measure: links to managerial practices, productivity and innovation, , Vol. 26, No. 4, pp. 379–408, https://doi.org/10.1002/JOB.312.Search in Google Scholar
Pettigrew, A.M. (1992), On studying managerial elites, Strategic Management Journal, Vol. 13, No. S2, pp. 163–182, https://doi.org/10.1002/smj.4250130911.PettigrewA.M. (1992), On studying managerial elites, , Vol. 13, No. S2, pp. 163–182, https://doi.org/10.1002/smj.4250130911.Search in Google Scholar
Pittz, T.G., Adler, T. (2016), An exemplar of open strategy: decision-making within multi-sector collaborations, Management Decision, Vol. 54, No. 7, pp. 1595–1614, https://doi.org/10.1108/MD-04-2015-0153.PittzT.G.AdlerT. (2016), An exemplar of open strategy: decision-making within multi-sector collaborations, , Vol. 54, No. 7, pp. 1595–1614, https://doi.org/10.1108/MD-04-2015-0153.Search in Google Scholar
Pittz, T.G., Intindola, M.L., Adler, T., Rogers, S., Gard, C. (2019), Collaborating smartly: the role of open strategy in absorptive capacity, Journal of Small Business Management, Vol. 54, No. 7, pp. 1595–1615, https://doi.org/10.1111/jsbm.12430.PittzT.G.IntindolaM.L.AdlerT.RogersS.GardC. (2019), Collaborating smartly: the role of open strategy in absorptive capacity, , Vol. 54, No. 7, pp. 1595–1615, https://doi.org/10.1111/jsbm.12430.Search in Google Scholar
Radomska, J., Wołczek, P., Sołoducho-Pelc, L., Silva, S. (2019), The impact of trust on the approach to management – A case study of creative industries, Sustainability (Switzerland), Vol. 11, No. 3, p. 816, https://doi.org/10.3390/su11030816.RadomskaJ.WołczekP.Sołoducho-PelcL.SilvaS. (2019), The impact of trust on the approach to management – A case study of creative industries, , Vol. 11, No. 3, p.816,https://doi.org/10.3390/su11030816.Search in Google Scholar
Rawlins, B. (2009), Give the emperor a mirror: toward developing a stakeholder measurement of organizational transparency, Journal of Public Relations Research, Vol. 21, No. 1, pp. 71–99, https://doi.org/10.1080/10627260802153421.RawlinsB. (2009), Give the emperor a mirror: toward developing a stakeholder measurement of organizational transparency, , Vol. 21, No. 1, pp. 71–99, https://doi.org/10.1080/10627260802153421.Search in Google Scholar
Rožman, M., Štrukelj, T. (2020), Organisational climate components and their impact on work engagement of employees in medium-sized organisations, Economic Research-Ekonomska Istrazivanja, Vol. 34, No. 2, pp. 1–32, https://doi.org/10.10 80/1331677X.2020.1804967.RožmanM.ŠtrukeljT. (2020), Organisational climate components and their impact on work engagement of employees in medium-sized organisations, , Vol. 34, No. 2, pp. 1–32, https://doi.org/10.10 80/1331677X.2020.1804967.Search in Google Scholar
Saebi, T., Foss, N.J. (2015), Business models for open innovation: matching heterogeneous open innovation strategies with business model dimensions, European Management Journal, Vol. 33, No. 3, pp. 201–213, https://doi.org/10.1016/j.emj.2014.11.002.SaebiT.FossN.J. (2015), Business models for open innovation: matching heterogeneous open innovation strategies with business model dimensions, , Vol. 33, No. 3, pp. 201–213, https://doi.org/10.1016/j.emj.2014.11.002.Search in Google Scholar
Saunders, B., Sim, J., Kingstone, T., Baker, S., Waterfield, J., Bartlam, B., Burroughs, H., Jinks, C. (2018), Saturation in qualitative research: exploring its conceptualization and operationalization, Quality and Quantity, Vol. 52, No. 4, pp. 1893–1907, https://doi.org/10.1007/s11135-017-0574-8.SaundersB.SimJ.KingstoneT.BakerS.WaterfieldJ.BartlamB.BurroughsH.JinksC. (2018), Saturation in qualitative research: exploring its conceptualization and operationalization, , Vol. 52, No. 4, pp. 1893–1907, https://doi.org/10.1007/s11135-017-0574-8.Search in Google Scholar
Seidl, D., von Krogh, G., Whittington, R. (2019), Defining open strategy: dimensions, practices, impacts, and perspectives, in: Cambridge handbook of open strategy, Cambridge University Press, Cambridge, pp. 9–26, https://doi. org/10.1017/9781108347921.002.SeidlD.von KroghG.WhittingtonR. (2019), Defining open strategy: dimensions, practices, impacts, and perspectives, in: , Cambridge University Press, Cambridge, pp. 9–26, https://doi.org/10.1017/9781108347921.002.Search in Google Scholar
Seidl, D., Werle, F. (2018), Inter-organizational sensemaking in the face of strategic meta-problems: requisite variety and dynamics of participation, Strategic Management Journal, Vol. 39, No. 3, pp. 830–858, https://doi.org/10.1002/smj.2723.SeidlD.WerleF. (2018), Inter-organizational sensemaking in the face of strategic meta-problems: requisite variety and dynamics of participation, , Vol. 39, No. 3, pp. 830–858, https://doi.org/10.1002/smj.2723.Search in Google Scholar
Stieger, D., Matzler, K., Chatterjee, S., Ladstaetter-Fussenegger, F. (2012), Democratizing strategy: how crowdsourcing can be used for strategy dialogues, California Management Review, Vol. 54, No. 4, pp. 44–68, https://doi.org/10.1525/cmr.2012.54.4.44.StiegerD.MatzlerK.ChatterjeeS.Ladstaetter-FusseneggerF. (2012), Democratizing strategy: how crowdsourcing can be used for strategy dialogues, , Vol. 54, No. 4, pp. 44–68, https://doi.org/10.1525/cmr.2012.54.4.44.Search in Google Scholar
Suri, H. (2011), Purposeful sampling in qualitative research synthesis, Qualitative Research Journal, Vol. 11, No. 2, pp. 63–75, doi: 10.3316/QRJ1102063SuriH. (2011), Purposeful sampling in qualitative research synthesis, , Vol. 11, No. 2, pp. 63–75, doi: 10.3316/QRJ1102063Open DOISearch in Google Scholar
Szczepańska-Woszczyna, K. (2018), Strategy, corporate culture, structure and operational processes as the context for the innovativeness of an organization, Foundations of Management, Vol. 10, No. 1, pp. 33–44, https://doi.org/10.2478/FMAN-2018-0004.Szczepańska-WoszczynaK. (2018), Strategy, corporate culture, structure and operational processes as the context for the innovativeness of an organization, , Vol. 10, No. 1, pp. 33–44, https://doi.org/10.2478/FMAN-2018-0004.Search in Google Scholar
Tavella, E. (2021), The discursive construction of participation: assigning and justifying responsibility in management meetings, Strategic Organization, Vol. 19, No. 4, pp. 579-607, https://doi.org/10.1177/1476127020951913.TavellaE. (2021), The discursive construction of participation: assigning and justifying responsibility in management meetings, , Vol. 19, No. 4, pp. 579-607, https://doi.org/10.1177/1476127020951913.Search in Google Scholar
Tsui, A.S. (2007), From homogenization to pluralism: international management research in the academy and beyond, Academy of Management Journal, Vol. 50, No. 6, pp. 1353–1364, https://doi.org/10.5465/AMJ.2007.28166121.TsuiA.S. (2007), From homogenization to pluralism: international management research in the academy and beyond, , Vol. 50, No. 6, pp. 1353–1364, https://doi.org/10.5465/AMJ.2007.28166121.Search in Google Scholar
UNCTAD. (2018), Creative economy outlook, retrieved from https://unctad.org/system/files/official-document/ditcted2018d3_ en.pdf, [Accessed April 20, 2022]UNCTAD. (2018), , retrieved from https://unctad.org/system/files/official-document/ditcted2018d3_en.pdf, [Accessed April 20, 2022]Search in Google Scholar
Vaara, E., Rantakari, A., Holstein, J. (2019), Participation research and open strategy, in: D. Seidl, R. Whittington, G. Von Krogh, (Eds), Cambridge handbook of open strategy, Cambridge University Press, Cambridge, pp. 27–40.VaaraE.RantakariA.HolsteinJ. (2019), Participation research and open strategy, in: SeidlD.WhittingtonR.Von KroghG., (Eds), , Cambridge University Press, Cambridge, pp. 27–40.Search in Google Scholar
Vaisz, C.L., Schreiber, D., Schmidt, S., Bohnenberger, M.C. (2021), Capacidade absortiva: Um estudo na indústria criativa, Revista Ciências Administrativas, Vol. 26, No. 3, pp. 1–11, https://doi.org/10.5020/2318-0722.2020.26.3.9691.VaiszC.L.SchreiberD.SchmidtS.BohnenbergerM.C. (2021), Capacidade absortiva: Um estudo na indústria criativa, , Vol. 26, No. 3, pp. 1-11, https://doi.org/10.5020/2318-0722.2020.26.3.9691.Search in Google Scholar
von Krogh, G., Geilinger, N. (2019), Open innovation and open strategy: epistemic and design dimensions, in: D. Seidl, R. Whittington, G. Von Krogh, (Eds), Cambridge handbook of open strategy, Cambridge University Press, Cambridge, pp. 41–58, https://doi.org/10.1017/9781108347921.004.von KroghG.GeilingerN. (2019), Open innovation and open strategy: epistemic and design dimensions, in: SeidlD.WhittingtonR.Von KroghG., (Eds), , Cambridge University Press, Cambridge, pp. 41–58, https://doi.org/10.1017/9781108347921.004.Search in Google Scholar
Whitehurst, J. (2015), The open organization: igniting passion and performance, Harvard Business School Press, Boston, MA.WhitehurstJ. (2015), , Harvard Business School Press, Boston, MA.Search in Google Scholar
Whittington, R., Cailluet, L., Yakis-Douglas, B. (2011), Opening strategy: evolution of a precarious profession, British Journal of Management, Vol. 22, No. 3, pp. 531–544, https://doi.org/10.1111/j.1467-8551.2011.00762.x.WhittingtonR.CailluetL.Yakis-DouglasB. (2011), Opening strategy: evolution of a precarious profession, , Vol. 22, No. 3, pp. 531–544, https://doi.org/10.1111/j.1467-8551.2011.00762.x.Search in Google Scholar
Whittington, R., Yakis-Douglas, B., Ahn, K. (2016), Cheap talk? Strategy presentations as a form of chief executive officer impression management, Strategic Management Journal, Vol. 37, No. 12, pp. 2413–2424, https://doi.org/10.1002/smj.2482.WhittingtonR.Yakis-DouglasB.AhnK. (2016), Cheap talk? Strategy presentations as a form of chief executive officer impression management, , Vol. 37, No. 12, pp. 2413–2424, https://doi.org/10.1002/smj.2482.Search in Google Scholar
Yakis-Douglas, B., Angwin, D., Ahn, K., Meadows, M. (2017), Opening M&A strategy to investors: predictors and outcomes of transparency during organisational transition, Long Range Planning, Vol. 50, No. 3, pp. 411–422, https://doi. org/10.1016/j.lrp.2016.06.007.Yakis-DouglasB.AngwinD.AhnK.MeadowsM. (2017), Opening M&A strategy to investors: predictors and outcomes of transparency during organisational transition, , Vol. 50, No. 3, pp. 411–422, https://doi.org/10.1016/j.lrp.2016.06.007.Search in Google Scholar
Yuan, Y., Lu, L.Y., Tian, G., Yu, Y. (2020), Business strategy and corporate social responsibility, Journal of Business Ethics, Vol. 162, No. 2, pp. 359–377, https://doi.org/10.1007/S10551-018-3952-9.YuanY.LuL.Y.TianG.YuY. (2020), Business strategy and corporate social responsibility, , Vol. 162, No. 2, pp. 359–377, https://doi.org/10.1007/S10551-018-3952-9.Search in Google Scholar