EXPRESS: Open Strategy and Traditional Workplace Democracy: Bridging Breadth and Depth of Inclusion
对比了开放战略（广度优先）与传统工作场所民主（深度优先），提出一个二维框架揭示四种战略制定包容性原型，并建议通过角色正式化和决策权委托等机制在保持广度的同时嵌入深度，以实现更有效和持久的包容。
Open Strategy (OS) aims to make strategy making more inclusive. Yet its focus on breadth (engaging many voices) often neglects depth (ensuring those voices count), risking tokenism that undermines durability. To address this deficit, we juxtapose the broad-but-shallow approach of OS with the deep-but-narrow practices of Traditional Workplace Democracy (TWD). From this, we develop a two by two framework that reveals four archetypes of inclusion in strategy making. The framework positions most OS practices as Consultative Strategizing (high breadth, low depth) and TWD as Negotiated Strategizing (low breadth, high depth). To overcome its depth deficit, we propose mechanisms that embed depth in OS without sacrificing breadth, such as the formalization of roles and the delegation of decision rights. Such a synthesis allows moving toward more effective and resilient forms of inclusion, including Co-Governed Strategizing (high breadth, high depth), thereby ensuring that inclusion in strategy making is both meaningful and durable.