Abstract
This paper investigates the efforts of an independent research organization to explore future research opportunities by establishing a so-called `research map'. The existing organizational set-up and the existing practices of the research organization are quite unique, as it is composed of several interdisciplinary and inter-organizational units (`research clans'), which favor participatory decision-making. The authors present a case study that primarily draws on research on `open strategy', a research stream within the broader strategic management literature that puts emphasis on a high degree of involvement of the members of an organization (and other stakeholders). By observing the open strategy-making process in the research organization, we shed more light on the real-world application of open strategy concepts.
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