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Opening strategy through 'Jamming': exploring the process

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conference contribution
posted on 03.12.2015, 11:04 by Josh Morton, Alex WilsonAlex Wilson, Louise Cooke
Jamming is a term which is increasingly common in case studies and literature, both academic and nonacademic, especially where topics such as social technology, collaboration and innovation are a predominant focus. An IBM expression which represents their use of social technologies to connect actors to collaborate in an ‘online conference’ environment, these ‘Jams’ are usually focused, time-limited events surrounding a particular theme or set of topics. Jamming has also become an almost customary example presented in literature on the topic of ‘open strategy’, especially the IBM ‘InnovationJams’, which in the past have opened strategic conversation to actors across the entire organisation. Open strategy itself arises from increasing interest in the phenomenon of openness in strategy research and practice, and how this represents a paradigm shift from the more traditional, top-down role of strategic planning. In light of these developments, this short paper offers a brief overview of the Jamming concept, particularly in the context of a case study into its use in a collaborative open strategy initiative, involving IBM and a public defence organisation. It concludes with a selection of questions which could direct future research.



  • Business and Economics


  • Business

Published in

SBEDC 2015 SBEDC 2015 proceedings


? - ? (6)


MORTON, J., WILSON, A. and COOKE, L., 2015. Opening strategy through 'Jamming': exploring the process. IN: Proceedings of the Loughborough School of Business and Economics (SBE) Doctoral Conference (SBEDC 2015), Loughborough University, 16 September 2016, 6pp.


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This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/

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This conference paper was presented at the Loughborough School of Business and Economics (SBE) Doctoral Conference 2015 http://www.sbeconference2015.co.uk/