Moving from the Business Case Towards an Equity-Based Approach: Theorizing Diversity and Inclusion in Open Strategy

Abstract

A growing number of organizations open their strategy processes by including a more diverse set of actors. This has drawn scholarly interest and led to a field of research known as open strategy. In this paper, we problematize how open strategy research deploys diversity and inclusion without engaging with the diversity and inclusion literature that offers a more differentiated understanding of these concepts. We build on this literature to elucidate how most open strategy studies follow a business case approach wherein inclusion, and implicitly also diversity, are theorized based on their impact on strategy outcomes. We show how engaging with the diversity and inclusion literature allows open strategy scholars to move from the business case towards an alternative, equity-based approach. Adopting an equity-based approach widens the themes addressed in open strategy research to the reproduction of power relations and sustained inequalities in strategy making and thus contributes to a more societally meaningful and relevant understanding of diversity and inclusion in the strategy field.