This paper outlines the case study of a multinational organization in the DIY and home improvement market. The purpose of the paper is to understand human agency of participants constructing themselves through interacting with other actors (Jarzabkowski & Spee, 2009) within the open strategy (OS) process, through the constructs of the sense of belonging and authenticity (Jansen et al. 2014), and how the practices deployed influence their level of perceived openness. Through this study we address known coordination problems that arise through the collaborative knowledge creation process that OS is, and how these challenges were resolved. Finally, we start bringing an answer to whether the complexity of OS is worthwhile for organizations.
