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Exploring the outcomes of open strategy and an open organisational climate: A configurational approach

Alireza Amrollahi et al.

Australian Journal of Management2025https://doi.org/10.1177/03128962251329118article
AJG 2ABDC A
Weight
0.41

Abstract

This article investigates the contingencies that lead to outcomes from two levels of organisational openness. First is the strategy level of ‘open strategy’, where we focus on inclusiveness and transparency of strategy-making and the use of IT tools to facilitate such processes. Second is the operational level relating to an open organisational climate, where we focus on autonomy in operations, integration between different departments, and involvement in operational (non-strategy) decision-making. By collecting data from 49 cases of strategy-making in organisations and using a fuzzy-set qualitative comparative analysis (fsQCA) approach for data analysis, we have devised configurations of the aforementioned factors that lead to positive and negative outcomes. The article discusses these configurations with prior literature and concludes by illustrating their theoretical and practical implications. JEL Classification: M15

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https://doi.org/https://doi.org/10.1177/03128962251329118

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@article{alireza2025,
  title        = {{Exploring the outcomes of open strategy and an open organisational climate: A configurational approach}},
  author       = {Alireza Amrollahi et al.},
  journal      = {Australian Journal of Management},
  year         = {2025},
  doi          = {https://doi.org/https://doi.org/10.1177/03128962251329118},
}

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Evidence weight

0.41

Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40

F · citation impact0.25 × 0.4 = 0.10
M · momentum0.55 × 0.15 = 0.08
V · venue signal0.50 × 0.05 = 0.03
R · text relevance †0.50 × 0.4 = 0.20

† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.