Culture matters: The influence of national culture on inclusion climate

Abstract

Purpose This paper develops a conceptual model in order to increase our understanding of the influence of national culture on the relationship between organizational diversity and inclusion management and inclusion climate. Design/methodology/approach Based upon a comprehensive review of diversity and inclusion management literature, we develop a conceptual model. Findings The model delineates how national culture influences the effectiveness of diversity and inclusion management practices in establishing an inclusion climate. In particular, we propose that low power distance, high collectivism, low uncertainty avoidance, low masculinity, high long-term orientation, and high indulgence cultures serve as a fertile context for creating an inclusion climate. Furthermore, we discuss how cultural tightness-looseness amplifies or attenuates the effects of national culture. Research limitations/implications The paper extends our understanding of the antecedents and boundary conditions of creating an inclusion climate. Future research could provide empirical evidence for the proposed relationships. Practical implications The model creates an awareness of the ease or difficulty of establishing an inclusion climate through diversity and inclusion management practices across cultures. Recommendations for developing inclusion climates in various cultural settings are provided. Originality/value Our multi-level model enhances our understanding of how the cultural context, i.e. national cultural values and cultural tightness-looseness, influences the emergence of an organizational inclusion climate which is further suggested to positively influence organizational innovation.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 67 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.