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The FNEGE 2022 ranking of management journals, officially published at the end of June, places RIPCO in Rank 3. RIPCO launches a new special issue: The inclusive organization. Read more about SUBMIT
   
 
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The inclusive organization
 
Guest editors :
 

Elise Bonneveux, Université de Tours. Email: elise.bonneveux@univ-tours.frr
Séverine Ventolini : Université de Tours. Email : severine.ventolini@univ-tours.fr,

 
Abstract


Inclusion has become a central issue for organizations in terms of CSR, employer image and management (Kele et al., 2022). In this special issue, we will value all types of theoretical or empirical contributions, quantitative, qualitative or both. Several levels of analysis, micro-, meso- and macro-organizational (Adamson et al, 2021) can be proposed, the goal being to have a global but also fine understanding of the inclusive organization. First of all, contributions around the conditions that foster a sense of inclusion are expected. A second type of contribution is expected in a comparison of the concept of inclusion and organizational behaviors as well as the social performance of organizations. The contributions can also, to some extent, be articulated around the power dynamics at play around the inclusive organization. Through this special issue, we hope to promote research that evokes the discourse and practices of inclusion, but also to show how inclusive politics takes shape within organizational contexts and to what extent the integration of different singularities is feasible. We hope that this special issue will help answer many of the questions listed below: 1. How has the shift from diversity management to inclusion changed organizational perceptions, behaviors and practices? 2. How is the "all-inclusive" discourse relevant and what reality(s) does it represent? 3. What form(s) do the discourses and practices of inclusion take in different organizational, sectoral and cultural contexts? 4. How does the concept of inclusion question the notion of power within organizations? 5. How does inclusion manifest itself in different contexts for different singularities? 6. What are the paradoxes of inclusion? What are the contours of the exclusion/inclusion equation?

 

Inclusion has become a central topic for organizations whether in terms of CSR, employer brand, or even management (Kele et al., 2022). Inclusion is a matter of mutual concern, both for academic and business domains (CIPD, 2019; Ferdman & Deane, 2014; Mor Barak, 2005; Borello Report, 2019). This concept has gradually come to stick to the issue of diversity, inviting then to think about the overall theme of diversity and inclusion, or even to replace the term diversity by the term inclusion. Beyond the evolution of the discourse, inclusion refers to a new approach to minorities and singularities within organizations, aiming no longer to make people understand the need to work with the heterogeneity of the profiles that may exist and that are often marginalized, but to integrate everyone, whatever their singularities, by eliminating any barrier that might impede this participation (Robertson, 2006). Fostering diversity is not enough to create an inclusive climate (Ashikali & Groeneveld, 2015). An inclusive environment indeed implies that everyone has the same opportunity to participate, regardless of difference (Shore et al., 2018). The concept of inclusion is more encompassing, more positive (Le et al., 2020). Where diversity may be the subject of regulatory actions, inclusion is the subject of voluntary practices (Shore et al., 2018). Focusing on diversity aims to promote positive and proactive practices, those that take advantage of diverse profiles. Inclusion is a way of working with diversity (Ferdman & Dean, 2014). However, the concept of inclusion is not univocal, beyond the definitions (Adamson et al., 2021) it refers to different interpretations. Therefore, there is a need for a more solid theoretical basis. In order for everyone to perceive themselves as a member of a group in which their "needs for belonging and singularity are met" (Shore et al., 2011; 2018), it seems important to better understand individual experiences and behaviors as well as the collective dynamics that facilitate or hinder inclusion, but also to have a critical look at the concept and its reality within organizations. Reconciling singularity with a sense of belonging to a group remains a challenge both for individuals from marginalized groups and for organizations. The experience of inclusion or exclusion according to the type of singularity (gender, sexual orientation, ethnicity, etc.) or according to organizational contexts can vary and make practices inclusive for some, inequitable for others, and even excluding for others. The understanding of what inclusion means may also differ from one organization to another and lead to heterogeneous organizational practices and behaviors. In this special issue, we will value all types of theoretical or empirical contributions, quantitative, qualitative or both. Several levels of analysis, micro-, meso- and macro-organizational (Adamson et al, 2021) can be proposed, the goal being to have a global but also fine understanding of the inclusive organization.

First of all, contributions around the conditions that foster a sense of inclusion are expected. Indeed, individually, the question of identities and how the individual feels the boundary of being in or out of the group (Dovidio et al., 2016, 2017), the experience of feeling accepted and being able to feel fully included arises. This sense of belonging may differ from individual to individual. The focus here is to present research around the individual psychological state (Davies et al., 2019). Mirroring this, the place of the group (Mor Barak and Chering, 1998; Shore et al., 2018), the role of the manager (Bernstein et al., 2019; Shore and Chung, 2021) in creating an inclusive climate are all elements to be studied (Chung et al., 2020). Beyond Rh and managerial practices, the organizational, sectoral or cultural context in which the individual is integrated is also an element to consider. With globalization and multinational companies, inclusion has indeed found its place in many emerging economies (Nkomo et al., 2015). Some explorations of inclusion in non-Western contexts can be proposed to account for similarities and/or divergences, or even a necessary adaptation at least on the cultural level (Kulkarni et al., 2016; Tang et al., 2015).

A second type of contribution is expected in a comparison of the concept of inclusion and organizational behaviors as well as the social performance of organizations. This leads us to raise several questions: Is inclusion always positive? To what extent does it influence organizational justice? job satisfaction? commitment? employer brand (Ahmed, 2012)? etc. Furthermore, Ferdman (2017) emphasizes the importance of appreciating the complexity of inclusion as a process and the need to consider different processes. Analyzing how consideration of inclusion changes organizational practices can inform thinking about the inclusive organization.

The contributions can also, to some extent, be articulated around the power dynamics at play around the inclusive organization. Indeed, by communicating certain singularities (Meisenbach and Hutshin, 2020), a political process is also set in motion, which leads to the shifting of lines, to the promotion of inclusion or exclusion, calling into question the processes at work, decision-making, etc. This is not without effect on the way in which the organization is organized.  This is not without effect on the individuals in the organization and the work groups. Moreover, individual expectations and organizational practices can be combined with institutional and pressure group dynamics. We are thinking here of the debates that irrigate society on the effects of domination and the structuring of society and organizations around the dominant group.
Through this special issue, we hope to promote research that evokes the discourse and practices of inclusion, but also to show how inclusive politics takes shape within organizational contexts and to what extent the integration of different singularities is feasible. We hope that this special issue will help answer many of the questions listed below:

  1. How has the shift from diversity management to inclusion changed organizational perceptions, behaviors and practices?
  2. How is the "all-inclusive" discourse relevant and what reality(s) does it represent?
  3. What form(s) do the discourses and practices of inclusion take in different organizational, sectoral and cultural contexts?
  4. How does the concept of inclusion question the notion of power within organizations?
  5. How does inclusion manifest itself in different contexts for different singularities?
  6. What are the paradoxes of inclusion? What are the contours of the exclusion/inclusion equation?
 
How to submit ?
 

Submitting articles to the RIPCO is done via the RIPCO manuscript manager website at : https://www.manuscriptmanager.net/ripco

When submitting, authors must choose the special issue "Special Issue : The inclusive organization" from the drop-down menu in the field " If the manuscript is destinated to a Special Issue, please make a choice" found in the "DETAILS" page of the submission. Proposals should follow the editorial standards of the journal: ripco-online.com/en/avantSoumission.asp

 
Review process
 

All articles submitted to the journal are reviewed on a double-blind basis and all resubmitted manuscripts go through the same review process, and the previously solicited reviewers give an assessment based on consideration of the changes suggested in the first round of review. The final editorial decision will be made on the basis of the proposed revised manuscript, in the form of either an acceptance for publication or a final rejection, possibly with an invitation to resubmit for a regular issue of the journal.

 
Tentative schedule
 

Manuscript submission: March 13, 2023
Notice to authors: June 3, 2023
Submission of revised manuscripts: July 10, 2023
Additional reviews and final acceptance: October 2, 2023
Submission of the final version of the special issue to be sent to RIPCO: October 20, 2023

 
References
 
  • Adamson, M., Kelan, E., Lewis, P., Śliwa, M., & Rumens, N. (2021). Introduction: Critically interrogating inclusion in organisations. Organization, 28(2), 211-227.
  • Ahmed, S. (2012) On Being Included. Racism and Diversity in Institutional Life. Durham, NC and London: Duke University Press.
    Ashikali, T., & Groeneveld, S. (2015). Diversity management in public organizations and its effect on employees’ affective commitment: The role of transformational leadership and the inclusiveness of the organizational culture. Review of Public Personnel Administration, 35(2), 146-168
  • Bernstein, R. S., Bulger, M., Salipante, P., et al. (2019) ‘From Diversity to Inclusion to Equity: A Theory of Generative Interactions’, Journal of Business Ethics. Published online before print May 23, doi: 10.1007/s10551-019-04180-1.
  • Borello Jean-Marc (2018) « Donnons-nous les moyens de l’inclusion », Rapport à la Ministre du Travail (janvier).
    Chung, B. G., Ehrhart, K. H., Shore, L. M., Randel, A. E., Dean, M. A., & Kedharnath, U. (2020). Work group inclusion: Test of a scale and model. Group & Organization Management, 45(1), 75-102.
  • CIPD (2019) Building Inclusive Workplaces: Assessing the Evidence. Research report, September. Retrieved from https://www.cipd.co.uk/Images/building-inclusive-workplaces-report-sept-2019_tcm18-64154.pdf
  • Davies, S. E., Stoermer, S., & Froese, F. J. (2019). When the going gets tough: The influence of expatriate resilience and perceived organizational inclusion climate on work adjustment and turnover intentions. The International Journal of Human Resource Management, 30(8), 1393-1417.
  • Dovidio, J. F., Gaertner, S. L., Ufkes, E. G., et al. (2016) ‘Included but Invisible? Subtle Bias, Common Identity, and the Darker Side of “We”’, Social Issues and Policy Review. 10: 4–44.
  • Dovidio, J. F., Abad-Merino, S. and Tabernero, C. (2017) ‘General Concepts about Inclusion in Organizations: A Psychological Approach to Understanding Diversity and Inclusion in Organizations’, in A. Arenas, D. Di Marco, L. Munduate, et al. (eds) Shaping Inclusive Workplaces through Social Dialogue. Industrial Relations & Conflict Management, pp. 23–31. Cham: Springer.
  • Ferdman B. M. & Deane B. R. (Eds.) (2014). Diversity at work: The practice of inclusion. Jossey-Bass/Wiley.
    Ferdman, B. M. (2017) ‘Paradoxes of Inclusion: Understanding and Managing the Tensions of Diversity and Multiculturalism’, The Journal of Applied Behavioral Science. 53(2): 235–63.
  • Kele, J. E., & Cassell, C. M. (2022). The face of the firm: the impact of employer branding on diversity. British Journal of Management.
  • Kulkarni, M., Boehm, S. A. and Basu, S. (2016) ‘Workplace Inclusion of Persons with a Disability’, Equality, Diversity and Inclusion. 35 (7–8): 397–414.
  • Le, H., Johnson, C. P., & Fujimoto, Y. (2020). Organizational justice and climate for inclusion. Personnel Review, 50(1), 1-20.
    Meisenbach, R. J., & Hutchins, D. (2020). Stigma communication and power: Managing inclusion and exclusion in the workplace. In Organizing Inclusion (pp. 25-42). Routledge
  • Mor Barak, M. E., Cherin, D. A., & Berkman, S. 1998. Organizational and personal dimensions in diversity climate: Ethnic and gender differences in employee perceptions. Journal of Applied Behavioral Science, 34: 82-104.
  • Mor Barak M. E. (2005), Managing diversity: toward a globally inclusive workplace, Asia Pacific Journal of Human Resources, 43(3).
    Nkomo, S. M., du Plessis, Y., Haq, R., et al. (2015) ‘Diversity, employment equity policy and practice in emerging markets’, in Horwitz F and Budhwar P (eds) Handbook of human resource management in emerging markets, pp. 195–225. Cheltenham and Northampton, MA: Edward Elgar.
  • Roberson, Q. M. (2006) ‘Disentangling the Meanings of Diversity and Inclusion in Organizations’, Group & Organization Management 31(2): 212–36.
  • Shore, L. M., Randel, A. E., Chung, B. G., et al. (2011) ‘Inclusion and Diversity in Work Groups: A Review and Model for Future Research’, Journal of Management. 37: 1262–89.
  • Shore, L. M., Cleveland, J. N., & Sanchez, D. (2018). Inclusive workplaces: A review and model. Human Resource Management Review, 28(2), 176-189.
  • Shore, L. M., & Chung, B. G. (2021). Inclusive leadership: How leaders sustain or discourage work group inclusion. Group & Organization Management
  • Tang, N., Jiang, Y., Chen, C., et al. (2015) ‘Inclusion and Inclusion Management in the Chinese Context: An Exploratory Study’, The International Journal of Human Resource Management. 26(6): 856–74.
 
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