Performing openness: how the interplay between knowledge sharing and digital infrastructure creates multiple accountabilities

Purpose The present study aims to address the emergence of platform-organized open innovation (OI). research has two main aims: first is increase understanding performance OI by investigating how achievements are measured in situated practices from a performative and strategic knowledge management (SKM) orientation. methodological disadvantages not pre-given case selection partially counterbalanced second aim research, which extend existing SKM theory examine platforms create as they include actors digital devices, thereby potentially redistributing relations accountability. Design/methodology/approach Building on performativity theory, paper studies created managed evaluated practice. description draws different sources spiral study, openness performed platform, firm, crowd intermediaries. Findings illustrates strategy digitally enabled brings its own issues enable sharing perform redistribution In heterarchies studied through this endeavor, managers their team members were accountable only multiple units, or teams, across organization, but also crowd. material demonstrates that ecology devices struggles lateral Research limitations/implications While recent streams suggest context (i.e. distributed for innovation) shifts unit analysis organization design individual firm networks organized platforms, authors find focal still remains key conceptual parameter which, turn, makes it difficult capture suggested radicality OI. Practical implications show, practice, take into account external at times put resources training education. heterarchy, authority assumed be facilitated accountability, whereby traditional principles vertical no longer hold, rather, can organization. Originality/value develops openness. model, socio-material practice designs an enact all kinds Ultimately, current proposes need consider accountability beyond boundaries single