<p>Despite its foundations in the broad inclusion of multiple actors throughout the strategy process, open strategy still lacks clear empirical insights into the drivers that determine its core dimensions, i.e., inclusiveness and transparency. This research article addresses the recognized research gap by empirically examining those drivers, namely multidimensionally perceived organizational creativity. Additionally, considering that strategies are not implemented in isolation from their business environment, this study aims to identify the moderating role of environmental uncertainty in the relationship between organisational creativity and the dimensions of open strategy. First, we operationalize two dimensions of open strategy—inclusiveness and transparency. Second, we introduce and test organizational creativity as a novel explanatory factor for the dimensions of open strategy. Third, we empirically test the moderating role of environmental uncertainty, adding nuance to the understanding of how context shapes the relationship between organizational factors and the open strategy dimension. As a novel contribution, we provide insights into how internal (creativity) and external (uncertainty) conditions jointly influence open strategy. We also propose an operationalization of both open strategy dimensions, namely inclusiveness and transparency. Therefore, we advance the open strategy stream of research by integrating organizational creativity into the open strategy domain and by further developing the measurement approach for open strategy.</p>