How do organizations balance diverse stakeholder input with a unified strategic vision? This research explores the inherent "voice dilemma" in Open Strategy, where organizations strive for both openness (polyphony) and a coherent strategic voice (monophony). Employing a Communication as Constitutive of Organizations (CCO) perspective and a longitudinal case study of Kiabi, the authors analyze how different stakeholders manage the co-authoring of strategy. The findings reveal a dynamic interplay between opening and closure strategies, highlighting the need for closure during the opening process (employee contribution) and opening during the closure process (official positioning). Ultimately, this study provides valuable insights into navigating the paradox of openness in strategy making, showcasing how organizations can effectively manage multiple voices while maintaining a strong, unified strategic direction.
Published in Management Communication Quarterly, this paper fits squarely within the journal’s focus on communication processes within organizations, particularly in relation to strategic management. By examining the dynamics of polyphony and monophony in Open Strategy initiatives, the study offers valuable insights into how communication shapes organizational decision-making and strategic outcomes. This aligns well with the journal's aim to advance understanding of communication in organizational contexts.