1- Associate Professor, Department of Business Management, Strategic management, Faculty of Management and Accounting, Allameh Tabataba’i University, Tehran, Iran , M.haghighi@atu.ac.ir 2- Associate Professor, Department of Business Management, Strategic management, Faculty of Management and Accounting, Allameh Tabataba’i University, Tehran, Iran 3- PhD candidate in Business Management, Strategic management, Faculty of Management and Accounting, Allameh Tabataba’i University, Tehran, Iran
Abstract: (10 Views)
In response to stakeholders’ strategic demand for transparency, polyphony, and the inclusion of diverse voices in decision-making processes—thereby preventing the monopolization of strategic benefits under the guise of elitism—open strategy has emerged as the most contemporary approach in strategic management within the digital era and has gained remarkable and rapidly growing global traction. The present study, adopting a qualitative approach and employing the meta-synthesis method,using Clark and Brown's thematic analysis, was conducted over the period 2010–2025. The validity and reliability of the research were established through rigorous evaluation of the scientific documents’ quality, calculation of Cohen’s kappa coefficient derived from inter-coder agreement on extracted codes, triangulation, and expert validation.TheFindings in the form of a theme network model, within the framework of behavioral, organizational and environmental dimensions, comprising 15 main themes and 40 sub-themes, conceptualized within the theoretical framework of the “New Stakeholder Theory” and the conceptual lens of the “Three-Pronged Organizational Analytical Model.” Moreover, the results unequivocally demonstrate that the adoption of open strategy significantly enhances the effectiveness of strategy implementation within organizations
Haghighi Kafash M, Khashei V, Khalil Nezhad S, Farsandaj L. Components of open strategy implementation in Persian Gulf Holding Company. Strategic studies in the oil and energy industry 2026; 18 (69) :17-17 URL: http://iieshrm.ir/article-1-1951-en.html