Organizational inclusion: the influence of work pressure and cultural (mis)alignment with company values on employees’ inclusion perception
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2025-06-30
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en
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This multiple case study focuses on the departmental factors that shape individual inclusion perception of employees within a multinational organization. The study employs an inductive-deductive approach with a sensemaking perspective to empirically examine how employees interpret their own inclusion within their department, using Shore et al.’s (2011) model for individual inclusion and the climate for inclusion (Nishii, 2013) as a framework to guide the interpretation of factors.
18 interviews were conducted within 3 different departments of ASML Holdings. A qualitative analysis using the Gioia method was executed (Gioia et al., 2012), resulting in the identification of four aggregate dimensions: climate for inclusion, inclusive leadership, work pressure and cultural (mis)alignment. The findings suggest that on a departmental level, the factors of work pressure and cultural (mis)alignment with dominant company norms play a strong role in shaping both the inclusive climate and individual inclusion perception. Inclusive leadership was identified as a moderator, buffering the effects of cultural misalignment and work pressure on individual inclusion perception. These findings present an addition to inclusion literature by helping close the gap of knowledge of antecedents for inclusion, identified by Key-Roberts et al. (2020), and the departmental factors influencing individual inclusion perception (Weisman et al., 2022).
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Faculteit der Managementwetenschappen