Abstract
This paper investigates the use of open strategizing within a high-technology new venture during rapid growth. Open strategy can facilitate growth but also presents a dilemma when increased managerial control becomes necessary, particularly with high-risk growth phases. Drawing on the work of Deleuze and Guattari, we distinguish between two forms of open strategizing - rhizomatic and arborescent - as organisations navigate rapid growth. Rhizomatic open strategizing is characterised by decentralisation and self-organisation, fostering exploration and accomplishment of growth opportunities both internally and externally. In contrast, arborescent open strategizing is centralised and management-driven, emerging in response to high-risk growth situations. Our study offers new insights into how open strategizing evolves with rapid growth, emphasising the balance between endurance and change in strategizing as organisations scale up.
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