Aug 2026· Journal of Intelligent Decision Making and Information Science· Vol 3, pp. 803-821· 0 citations
Abstract
This paper investigates the impact of Diversity, Equity and Inclusion (DEI) on employee engagement in Saudi private sector using Social Identity Theory and Inclusive Leadership as theoretical lenses. The analysis was done based on survey data of 701 employees with structural equation modeling. Findings indicate that DEI activities have a substantial impact on employees’ feeling of inclusiveness/being treated fairly, and the perception of leadership support to its long timeemployees around the world. The comparative results suggest that cultural value systems are a stronger moderator of the relationships than policies for Saudization; this reflects the greater influence of social norms in comparison to regulatory-based measures. While the research is located in the context of Saudi Arabia’s transformations, it adds to international (DEI) literature by applying theory-building concepts to a non-Western hierarchical policy-driven backdrop. The resultsalso provide pragmatic implications for organizations and policymakers, specifically in the integration of DEI initiatives with Vision 2030 towards increasing female workforce involvement, fostering diversity at leadership positions and promoting sustainable localization.
This research explores the evolving landscape of Diversity, Equity, and Inclusion (DEI) within the Indian corporate sector, with a particular focus on the perspectives and practices of Human Resource professionals. Against the backdrop of global socio-political shifts—such as the rollback of DEI mandates under the Trump administration in the United States—this study aims to assess how DEI is conceptualized, implemented, and received in the Indian context. The paper begins by defining DEI in the workplace, emphasizing its strategic importance in promoting inclusive cultures and equitable opportunities across diverse workforces. Utilizing a quantitative approach, primary data was collected through structured questionnaires distributed to HR professionals across various sectors. The analysis employed descriptive statistics, Chi-Square tests, and ANOVA to evaluate relationships between organizational type, leadership support, implementation challenges, and anticipated future trends in DEI. Key findings reveal both progressive efforts and significant resistance—particularly toward diverse hiring initiatives—highlighting the complexity of embedding DEI deeply into organizational strategy. The study concludes with practical recommendations for strengthening DEI frameworks in Indian organizations, while also acknowledging the limitations of self-reported data and sample scope. This research contributes to a localized understanding of DEI and offers insights that can inform policy, leadership development, and long-term strategic planning.
Anjali Joshi, Nilesh Kulkarni, Priti Samant· International journal of res...· 0 citations
Gender diversity, equity, and inclusion (DEI) remain an important aspect of organizational behavior in sport governing bodies (SGBs). The study’s purpose is to investigate gender DEI policy and human resource management gender DEI practices and the role of institutional pressures in explaining their presence or absence. Based on a mixed-methods design, data were collected via quantitative questionnaires, followed by qualitative interviews with leaders of Canadian and German SGBs. The results suggest that Canadian SGBs focus on the symbolism of having a gender DEI policy as a response to institutional pressures. German SGBs only perceive normative pressure but do not feel responsible for gender DEI. The study contributes to the literature by including all three institutional pressures and offering insights into why a focus on gender diversity in policies is not coupled with gender equity and inclusion in human resource management practices.
Lara Lesch, S. Kerwin, E. Lachance et al.· Journal of Sport Management· 1 citation
This study examines the impact of Diversity, Equity, and Inclusion (DEI) practices on
organizational performance in corporate non-indigenous firms in Port Harcourt, Rivers State,
Nigeria. Despite growing global consensus on the strategic value of DEI, its institutionalization
and measurable effect on performance outcomes in the Nigerian corporate landscape particularly
in non-indigenous firms remain empirically underdeveloped. Anchored in the Resource-Based
View (RBV) of the firm and Social Identity Theory, the study employed a cross-sectional survey
design. Primary data were collected from 253 employees and managers drawn from three
prominent non-indigenous corporate firms through a validated, structured questionnaire. Simple
linear regression was deployed to test three research hypotheses. Findings indicate that workforce
diversity management, inclusive leadership practices, and equity-oriented HR policies each exert
a statistically significant positive effect on organizational performance (p < 0.05). Specifically,
workforce diversity management accounted for 31.8% of the variance in organizational
performance (R² = 0.318), inclusive leadership explained 35.6% (R² = 0.356), and equity-oriented
HR policies explained 29.4% (R² = 0.294). These results underscore the imperative for corporate
non-indigenous firms operating in multicultural environments like Port Harcourt to embed DEI
as a core organizational strategy rather than a peripheral compliance exercise. The study
advances scholarship on diversity management in the context of Nigeria's complex ethno-cultural
business environment.
O. Osho· INTERNATIONAL JOURNAL OF SOC...· 0 citations
In recent years, organizations operating across different sectors have been facing increasing demands for socially responsible business practices, which also implies the development of inclusive work environments. In an effort to adapt to these changes, many organizations are introducing diversity-oriented training programs. In this paper, research was based on empirical data and examines whether there are differences between private and public organizations in post-socialist countries regarding the implementation of diversity-oriented training. In addition, the analysis explores whether organizational size acts as a moderating factor in this relationship. Overall, the results indicate a low level of diversity training implementation in both sectors. However, performed non-parametric analysis indicates greater engagement and proactivity of organizations operating in the private sector, compared to organizations from the public sector, while the applied hierarchical linear regression showed that the size of the organization does not have a statistically significant moderating effect. The findings suggest that, in the context of developing inclusive and socially responsible human resource management practices, institutional logic is more important than organizational capacities. In addition to presenting the results of the empirical analysis, this paper also provides insights into how diversity-oriented training contributes to organizational adaptability and employee development.
Branka Zolak Poljašević, Simona Šarotar Žižek· APEIRON: a journal for ancie...· 0 citations
Purpose: The study examined how inclusiveness, social equity, innovation and adaptability influence co-operatives performance and sustainability, drawing on Social Equity Distribution Theory (SEDT), Inclusive Participation Theory (IPT) and Resource-Based View (RBV).
Methodology: Using a survey from 45 co-operatives’ leaders, the research assessed perceptions of fairness, equity and participation in different activities of co-operatives.
Findings: Results show balanced gender (52% women, 48% men) and youth (46%) representation, but persons with disabilities remain significantly underrepresented (7%). While strong democratic literacy and cooperation reflect high social capital, leadership representation for youth and disabled members remains limited. Benefit-sharing emerged as a critical challenge. Although 82% acknowledged the existence of non-discrimination policies, 57% perceived inequities in financial distribution, highlighting a gap between policy and practice. Members emphasized strong internal assets such as participation (91%), solidarity (79%) and trust (84%), but 61% expressed concerns over financial sustainability and weak strategic planning. Adaptability and innovation findings were mixed. While 71% agreed that leadership encourages innovation, only 47% felt that co-operatives effectively adapt to challenges and 42% reported that their suggestions were ignored. This reflects gaps in translating innovative intents into responsive actions. Co-operatives demonstrate strong developmental outcomes:71% credited them as reducing poverty, promoting solidarity (89%), driving national development (71%) and job creation (62%). At personal level, 80% reported improved practices and 65% gained confidence in personal goals. However, market performance remains uncertain (40%).
Unique Contribution to Theory, Practice and Policy: Overall, co-operatives are socially impactful but constrained by inequitable benefits sharing, weak disability inclusion and limited competitiveness. It is recommended that sustainability be strengthened by enhancing transparency in benefits sharing, advancing inclusion of marginalized groups, bridging the gap between innovation and adaptability and boosting market competitiveness and expansion through strategic planning. Robust policy implementation is imperative to ensure fairness, foster inclusiveness and achieve lasting socio-economic impact.
A. Bazubagira, C. Umumararungu, Javan Semana et al.· European journal of business...· 0 citations
Globalization and social evolution have transformed organizations, especially in managing diverse and multigenerational workforces. Workplace civility, defined by respectful, inclusive, and fair interactions, has become essential for sustaining talent and enhancing competitiveness. However, limited research has examined how civility supports strategic diversity, equity, and inclusion (DEI) advancement. This study addresses this gap in the high‐tech industry, where DEI is critical amid rapid innovation and intense competitive pressure. Using a modified Delphi method and fuzzy analytic hierarchy process (FAHP), the study develops a DEI indicator framework based on workplace civility. The framework contains three dimensions and 18 indicators: diversity (e.g., implicit and explicit diversity and intergenerational communication), equity (e.g., legitimate authority and transparent systems), and inclusion (e.g., belonging, empathy, and active listening). Based on responses from 31 HR experts with DEI experience, the weighted importance of the three dimensions is equity (0.431), diversity (0.363), and inclusion (0.206). The leading indicators are “legitimate exercise of rights and responsibilities,” “diversity awareness building,” and “team consciousness.” The study recommends institutionalizing civility, preventing power abuse, and fostering respectful communication to build an inclusive and innovative culture. These practices can strengthen DEI outcomes and support long‐term organizational success.