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To achieve this objective, a formal method of open strategic planning (OSP) is proposed.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>Based on a review of the literature a set of activities, stakeholders, and governing rules are identified in the form of an OSP method. The proposed planning method is implemented in a case study of strategic planning in an Australian university. Observations by the research team, and archival records were used to ascertain the relevance of the used method.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>A method for OSP is presented and assessed. The method contains four phases: pre-planning, idea submission, idea refinement, and plan development. These phases cover the activities required from conceptualization to preparing and publishing the strategic plan. The findings clarify how the principles of OSP helped the organization to include more stakeholders and provided the opportunity to make the planning process transparent through use of a collaborative IT tool.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title><jats:p>The study provides managers and planning consultants with detailed guidelines to implement the concept of open strategy.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>This study is among the few to propose a method for OSP based on empirical research. The study also shows how collaborative IT tools can be used for high-level organizational tasks such as strategic planning.<\/jats:p><\/jats:sec>","DOI":"10.1108\/itp-12-2015-0310","type":"journal-article","created":{"date-parts":[[2017,10,3]],"date-time":"2017-10-03T19:12:49Z","timestamp":1507057969000},"page":"832-852","source":"Crossref","is-referenced-by-count":30,"title":["Collaborative open strategic planning: a method and case study"],"prefix":"10.1108","volume":"30","author":[{"given":"Alireza","family":"Amrollahi","sequence":"first","affiliation":[]},{"given":"Bruce","family":"Rowlands","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"issue":"3","key":"key2020120422565783200_ref001","doi-asserted-by":"crossref","first-page":"293","DOI":"10.1007\/s10726-008-9133-y","article-title":"Negotiation in strategy making teams: group support systems and the process of cognitive change","volume":"20","year":"2011","journal-title":"Group Decision and Negotiation"},{"issue":"1","key":"key2020120422565783200_ref002","first-page":"11","article-title":"Strategic planning and organisational effectiveness in Jordanian hotels","volume":"8","year":"2012","journal-title":"International Journal of Business and Management"},{"key":"key2020120422565783200_ref003","unstructured":"Amrollahi, A. 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