Fostering Inclusion from the Inside Out to Create an Inclusive Workplace

Barak, Michàlle E. Mor; Daya, Preeya

doi:10.1002/9781118764282.ch13

Cited by 29 publications

(21 citation statements)

References 27 publications

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“…Furthermore, inclusion extends beyond diversity, as “simply valuing diversity might not be sufficient to harness diversity for innovation, effectiveness, and well-being” (Guillaume et al, 2014, p. 797). The inclusive workplace is based on a pluralistic value framework that respects all cultural perspectives represented among its employees (Mor Barak & Daya, 2014) and allows different groups to support each other in an effort to be fully engaged at all levels in the organization as their complete selves (Shore, Cleveland, & Sanchez, 2018).…”

mentioning

confidence: 99%

Work Group Inclusion: Test of a Scale and Model

Chung

Ehrhart

Shore

et al. 2019

Group & Organization Management

124

173

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We develop a theoretically based 10-item measure of work group inclusion comprised of two components (belongingness and uniqueness) and use this measure to empirically test the nomological network of work group inclusion developed by Shore et al. In Phase 1, we use two samples of full-time employees to develop and refine items as well as establish content validity. In Phase 2, we demonstrate convergent, discriminant, and incremental validity with both conceptually related and unrelated constructs. In Phase 3, we use data from an additional sample of employees and supervisors to test criterion-related validity and mediation by examining the multilevel relationships between inclusion and important antecedents and outcomes. Across the three phases of our study, the results demonstrate support not only for the factor structure, reliability, and validity of our work group inclusion measure but also for a theoretical model in which the construct of inclusion has important implications for individuals and organizations.

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mentioning

confidence: 99%

Work Group Inclusion: Test of a Scale and Model

Chung

Ehrhart

Shore

et al. 2019

Group & Organization Management

124

173

View full text Add to dashboard Cite

show abstract

“…Lack of experience and qualifications, ignorance of the organisational culture, system, and policies, and lack of cultural and linguistic knowledge (Bourdieu, 1977) create barriers to engage in work-related responsibilities with local colleagues fully, be perceived positively, accepted, and included in the organisations, colleagues, and leadership. Migration status, ethnicity, or language (Mor Barak & Daya, 2014) also cause severe exclusion and segregation from the culturally dominant group colleagues and superiors. Social categorisation processes do not support the elaboration of diverse team members' knowledge, skills, perspectives, abilities, and experiences (Hoever et al, 2012).…”

Section: Explaining Workplace Exclusion Inclusion and Knowledge Hiding Behaviourmentioning

confidence: 99%

Workplace inclusion–exclusion and knowledge-hiding behaviour of minority members

Miminoshvili

Černe²

2021

Knowledge Management Research & Practice

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The increased mobility of people has resulted in an increasingly culturally diverse workforce. Organisations aim to ensure that all employees -regardless of race, ethnicity and religionreceive equal treatment. However, these ideas are often disconnected from reality. This paper attempts to bridge the knowledge management and diversity literature to examine knowledge hiding by minority members that occurs due to differences in demographic characteristics. Semi-structured interviews and deductive thematic analysis reveal that minority members engage in knowledge-hiding behaviour due to exclusion experienced in the workplace. They also use knowledge hiding as an inclusion strategy. We contribute to knowledge management research and practice by studying knowledge hiding in the context of a diverse workforce, showing that it occurs due to perceived exclusion. We also show it takes place to improve inclusion and assimilation of minority members. Additionally, we identify a new facet of knowledge-hiding characteristic for cross-cultural collaboration: adjustable hiding.

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“…In the early definitions Mor Barak and Daya (2014: 394), for instance, suggest that ‘the inclusive workplace is based on a pluralistic value frame that respects all cultural perspectives represented among its employees’. Yet, Podsiadlowski and Hofbauer (2014), in their critical exploration of what constitutes inclusive organisations highlight that the term ‘inclusive’ already carries a certain degree of ambivalence as inclusion may mean, for instance, submission to rules and hegemonic identity concepts.…”

Section: Doing Inclusion In Organisationsmentioning

confidence: 99%

Introduction: Critically interrogating inclusion in organisations

et al. 2020

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This Special Issue seeks to begin to map out the key issues and contours of the emerging stream of literature on critical studies of inclusion in organisations. We aim to generate and develop further debates on critically theorising the concept, rhetoric and practices of inclusion, how inclusion manifests in different organisational contexts, how it works for different social groups, and how it continues to be implicated and interwoven with the logic of exclusion and inequality in contemporary organisations. The term ‘inclusion’ seems to have augmented the term ‘diversity’, resulting in the emergence of ‘diversity and inclusion’ as a standing term, with other terms, such as ‘equality’ and ‘equity’ currently less frequently used. In this Special Issue we treat diversity and inclusion as analytically distinct and question how far the ‘inclusion turn’ is changing practices in organisations. The papers in this Special Issue discuss how organisations ‘do’ inclusion, explore the conditions on which minority groups are included, and seek to develop a more nuanced understanding of the concept of inclusion by situating it into the broader social context and questioning the inclusion-exclusion binary.

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Fostering Inclusion from the Inside Out to Create an Inclusive Workplace

Cited by 29 publications

References 27 publications

Work Group Inclusion: Test of a Scale and Model

Work Group Inclusion: Test of a Scale and Model

Workplace inclusion–exclusion and knowledge-hiding behaviour of minority members

Introduction: Critically interrogating inclusion in organisations

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