Advertisement

Open Management as Management Innovation: Thoughts About New Business and Disruption in Consulting

  • Stephan Friedrich von den EichenEmail author
  • Kurt Matzler
  • Julia Hautz
Chapter
Part of the Contributions to Management Science book series (MANAGEMENT SC.)

Abstract

Based on the management innovation of “Open Management” the authors explore chances as well as risks in view of management consulting. It becomes evident that most companies cannot find their way to “Open Management” without external support. Prima vista, good times for consultants. A closer look reveals: What companies currently need is not provided by traditional consultants. And traditional consultants will not be able to support companies on their way to “Open Management”. There will be others who will rule this game…

References

  1. Bailom F, Friedrich von den Eichen S, Anschober M (2011) Die Dimensionen der Geschäftslogik sind systemisch zu betrachten! Komplex? IMP Perspect (2):29–34Google Scholar
  2. Chesbrough HW (2003) Open innovation. The new imperative for creating and profiting from technology. Harvard Business School PressGoogle Scholar
  3. Christensen C, Matzler K, Friedrich von den Eichen S (2011) The innovator’s dilemma. Warum etablierte Unternehmen den Wettbewerb um bahnbrechende Innovationen verlieren. Vahlen Verlag, MunichGoogle Scholar
  4. Christensen C, Wang D, van Bever D (2013) Consulting on the cusp of disruption. Harvard Business Review (October)Google Scholar
  5. Dobusch L, Müller-Seitz G (2012) Strategy as a practice of thousands? Academy of Management Best Paper ProceedingsGoogle Scholar
  6. Friedrich von den Eichen S (2000) Quo vadis strategisches management. In: Hinterhuber HH et al (eds) Das neue strategische management, 2nd edn. Gabler, Wiesbaden, pp 7–30CrossRefGoogle Scholar
  7. Friedrich von den Eichen S (2005) Der Berater und seine Rollen. In: Kirsch, W. (Hrsg) Grenzen der Strategieberatung. Haupt, Bern, pp 369–383Google Scholar
  8. Friedrich von den Eichen S (2016) Wie zukunftsfähig ist die Zukunftsarbeit unserer Unternehmen? Vortrag im Rahmen der BMWI-Industriekonferenz 2030, BerlinGoogle Scholar
  9. Friedrich von den Eichen S (2017) Neue Spielregeln für Consultants. Harvard Business Manager (March)Google Scholar
  10. Friedrich von den Eichen S, Matzler K, Anschober M (2016) Open strategy – die Zweite. IMP Perspect (7):99–105Google Scholar
  11. Gassmann O, Frankenberger K, Csik M (2013) Geschäftsmodelle entwickeln: 55 innovative Konzepte mit dem St. Galler Business Model Navigator. Carl Hanser Verlag, MunichCrossRefGoogle Scholar
  12. Hamel G, Breen B (2007) The future of management. Harvard Business School PressGoogle Scholar
  13. Hautz J (2017) Opening up the strategy process – a network perspective. Manag Decis 55(9):1956–1983CrossRefGoogle Scholar
  14. Hautz J, Seidl D, Whittington R (2017) Open strategy: dimensions, dilemmas, dynamics. Long Range Plan 50:298–309CrossRefGoogle Scholar
  15. Klein G (2013) See what others don’t – the remarkable ways we gain insights. Public Affairs, New YorkGoogle Scholar
  16. Matzler K, Friedrich von den Eichen S (2015) Leadership 2.0: Fünf Thesen zur erfolgreichen Führung in Zeiten des Web 2.0. IMP Perspect (5):57–70Google Scholar
  17. Matzler K, Bailom F, Friedrich von den Eichen S, Kohler T (2013) Business model innovation: coffee triumphs for Nespresso. J Bus Strateg 34(2):30–37CrossRefGoogle Scholar
  18. Matzler K, Füller J, Koch B, Hautz J, Hutter K (2014) Open strategy – a new strategy paradigm? Strategie und Leadership. Springer, Berlin, pp 37–55Google Scholar
  19. Matzler K, Bailom F, Friedrich von den Eichen S, Anschober M (2016) Digital Disruption: Wie Sie Ihr Unternehmen auf das digitale Zeitalter vorbereiten. Vahlen Verlag, MünchenGoogle Scholar
  20. Newstead B, Lanzerotti L (2010) Can you open-source your strategy? Harvard Business Review (October)Google Scholar
  21. Pasteur VR (1933) Œuvres de Pasteur. vol 6: Maladies virulentes, virus-vaccins et prophylaxie de la rage. Masson, ParisGoogle Scholar
  22. Stieger D, Matzler K, Chatterjee S, Ladstätter-Fussenegger F (2012) Democratizing strategy: how crowdsourcing can be used for strategy dialogues. California Management Review 54(4):1–26CrossRefGoogle Scholar
  23. Sydow J, Schreyögg G, Koch J (2009) Organizational path dependence: opening the black box. Acad Manag Rev 34(4):689–709Google Scholar
  24. Tapscott D, Williams AD (2008) Wikinomics: how mass collaboration changes everything. Penguin Books, New YorkGoogle Scholar
  25. Whittington R, Cailluet L, Yakis-Douglas B (2011) Opening strategy: evolution of a precarious profession. Br J Manag 22:531–544CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  • Stephan Friedrich von den Eichen
    • 1
    • 2
    Email author
  • Kurt Matzler
    • 3
  • Julia Hautz
    • 4
  1. 1.Innovative Management PartnerMunichGermany
  2. 2.University of BremenBemenGermany
  3. 3.Innovative Management PartnerFree University of BolzanoBolzanoItaly
  4. 4.IMP Network of ExcellenceUniversity of InnsbruckInnsbruckAustria

Personalised recommendations