Inclusive and transparent strategizing with model-driven methods? A review connecting operational research and open strategizing

Organisations increasingly aspire to make strategizing processes more inclusive and transparent. A shift referred to as “open strategizing,” which aims to enhance decision quality and strengthen organisational commitment. Model-driven methods in operational research (OR), with their rich history of stakeholder engagement, may support this ambition by facilitating transparency and inclusion. Despite this potential, the intersection between OR and open strategizing remains underexplored. This study addresses this gap through a systematic review of 64 OR articles, to consider the question of how the application of model-driven methods may support open strategizing. The literature on open strategizing highlights tensions between its benefits (e.g., empowerment, commitment) and challenges (e.g., loss of control, diluted commitment). Our findings indicate that applying these methods enhances open strategizing through structured and guided processes, visualization through boundary objects, and mitigates challenges by creating safe environments, and problem-structuring. However, limitations persist, including cognitive demands, reaffirmation of existing knowledge, and insufficient decision support, which may constrain participant engagement and process adaptability. This review contributes to both OR and strategy literature by clarifying the role of model-driven methods in addressing the tensions inherent in open strategizing, and by reflecting on how OR can support organisations in increasing openness in their strategizing.