Unlocking employee value by forming an open strategy: A case for loosening senior management's grip in favor of organizational democracy

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This conceptual paper focuses on the relationship between the advancement of an open strategy and organizational democracy. The study reveals that both hierarchical and democratic organizational structures experience their own forms of tension. Hence organizational democracy in itself is not a panacea, and some rules are still needed for such an arrangement to operate reasonably efficiently. Openness is enhanced by an organization fostering greater inclusion, transparency, shared decision-making, and a supportive organizational culture, which are more likely to be consistent features of democratic organizations than of hierarchical ones. Yet hierarchical organizations can structurally enhance their openness with rule-based flexibility built-in.

Original/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2020), "Unlocking employee value by forming an open strategy: A case for loosening senior management's grip in favor of organizational democracy", Strategic Direction, Vol. 36 No. 9, pp. 9-11. https://doi.org/10.1108/SD-06-2020-0125

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