International Journal of Organizational Leadership

Abstract

Fundamental worldwide economic, socio-demographic, and regulatory shifts are largely responsible for the spike in interest in the topic of Diversity and Inclusion (D&I) in the workplace. Existing research indicates that the focus on workforce diversity and inclusion has attained worldwide currency among HR managers and organizational leaders. However, its enactment remains challenging, partly as its conceptual operationalization is plagued by national, cultural, institutional, and interpersonal barriers. Moreover, there appears to be a gap between the rhetoric of D&I and the idiosyncrasies of its implementation. This gap should be bridged to foster D&I and embed it in the organizational system. To achieve this, we argue that organizations are expected to foster the development of diverse communities of practice; these communities could reshape corporate policies and practices, promote meaningful interactions, serve to develop a shared identity that will challenge entrenched beliefs, and create new artifacts and working cultures. The latter could lead to a restructure of current organizational structures and a reformation of tokenistic joint missions and values. This critical review will assess and highlight recent advancements in the D&I management literature while presenting a broader perspective on the practices at the heart of the field. The conclusion of the study considers potential future avenues for D&I management research and practice.