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This study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and social) capital serves as a contingency variable in moderating the relationship between practices and outcomes.

Organizational-level data were collected from 79 senior-level executives. Hypotheses were examined via regression analyses and the product-of-coefficients approach was used to test for indirect and conditional indirect effects.

This study found a positive relationship between inclusion values and inclusive HR practices and between inclusive HR practices and organization-level outcomes. Inclusive HR practices mediated the relationship between values and outcomes and intellectual capital moderated the relationship between practices and outcomes, such that inclusive HR practices played a greater role in augmenting outcomes for organizations with lower intellectual capital.

Alignment of inclusion values and inclusive HR practices is important for organizational effectiveness, and inclusive HR practices are likely to play a particularly important role when an organization is relatively weak in intellectual capital.

This paper broadens the inclusion literature by using a macro-level lens to understand how organizational inclusion values and practices may relate to organizational outcomes. It also shows the importance of intellectual capital as a contextual variable in the inclusion practice to outcome relationship.

The aim of this paper is to explore the stakeholder exclusion practices of responsible leaders.

An interpretive multiple case analyses of seven responsibly led organisations was employed. Twenty-two qualitative interviews were undertaken to investigate and understand perceptions and practice of responsible leaders and their approach to stakeholder inclusion and exclusion.

The findings revealed new and surprising insights where responsible leaders compromised their espoused values of inclusivity through the application of a personal bias, resulting in the exclusion of certain stakeholders. This exclusivity practice focused on the informal evaluation of potential stakeholders’ values, and where they did not align with those of the responsible leader, these stakeholders were excluded from participation with the organisation. This resulted in the creation and continuity of a culture of shared moral purpose across the organisation.

This study focussed on responsible leader-led organisations, so the next stage of the research will include mainstream organisations (i.e. without explicit responsible leadership) to examine how personal values bias affects stakeholder selection in a wider setting.

The findings suggest that reflexive practice and critically appraising management methods in normative leadership approaches may lead to improvements in diversity management.

This paper presents original empirical data challenging current perceptions of responsible leader inclusivity practices and indicates areas of leadership development that may need to be addressed.

Nowadays, employees are more concerned about their career and the same has become challenging for the organizations. Therefore, this study aims to highlight the importance of fun at work towards employees' career satisfaction through organizational inclusion. Further, it sheds light on how inclusive leadership moderates the association between fun at work and organizational inclusion.

This study used a questionnaire-based survey to collect data from 321 employees working in the information technology (IT) sector between January to March 2023. Specifically, the study used a cross-sectional time-lag design to collect data using convenience sampling.

Structural equation modeling analysis revealed that employees' perceptions of fun at work positively influence their career satisfaction. In addition, organizational inclusion mediated this association, whereas inclusive leadership strengthened the association between fun at work and organizational inclusion.

The foremost limitation is the cross-sectional time lag design which restricts causality. However, the findings offer some implications for the management by focusing on the working environment (e.g. social gatherings, parties and celebrations), and leadership (that values employees) can create feelings of inclusion among employees which makes them feel energized and enthusiastic about their organization and career.

Building on evolutionary emancipatory and social exchange theory, this study highlights the importance of organizational inclusion and inclusive leadership between employees' perceptions of fun at work and career satisfaction.

This study aims to measure and further compare the countries in terms of the achievement in the degree of financial inclusion over the study period and between income groups considering 26 nations from Asia for the period 2013-2017.

While measuring the degree of financial inclusion, the study prepares an index using weighted arithmetic mean and the inverse of the Euclidean distance method. Further, comparison between the study period and between the income groups has been made using the dependent samples t-test as well as the Wilcoxon signed-rank test and independent samples t-test, respectively.

The study extends empirical insights by laying out the ranks for the countries considered for each of the study periods individually as well as in terms of mean financial inclusion scores for the study period. Further, comparison in terms of mean financial inclusion scores shows significant differences between the income groups, whereas the differences between the study periods turn out to be non-significant.

Less availability of intended variables over time restricts the predictive capability of sketching the phenomena in a true sense and claims further an exhaustive research to pursue in the future.

With the declining trend except for 2016-2017 in the achievement of financial inclusion scores over time, the study suggests emphasizing the initiatives targeted to include the excluded within the ambit of the formal financial system, which somehow seems unstable.

The novelty of the study lies in the portrayal of a measure that seems representative of the scale for development with deeper insight.

The purpose of this critical review is to address issues with the current school of thought that diversity must come before inclusion in the diversity, equity and inclusion (DEI) process and propose an alternate solution.

This review takes a critical constructionist lens such that changes in social norms have morphed over time, refining the meaning and implementation of DEI initiatives in research and the workplace. This review is framed within the context of hospitality organizations.

The conflicting results in DEI research (whether DEI practices are positive or negative) are explained by diversity being the core factor. It is proposed that inclusion is the starting place and determinant of success in creating a diverse workforce. If inclusion comes first and is followed by equitable treatment, then diversity (and diverse representation) naturally follows.

This review offers a novel perspective on the relationship between diversity, equity and inclusion, which was previously ambiguous. Research rarely includes all three as variables in the past, and does not use diversity as an outcome, but rather as a starting point.

This research suggests that unless an organization begins with an inclusive climate, there will be no benefit to having diverse candidates, nor will there be long-term retention of a diverse staff. It is recommended to begin with inclusion, implement equitable practices and diversity will increase through the enacted and espoused values.

The purpose of this study is to develop a theory that explains how organizations can create a more inclusive atmosphere on the individual, organizational and societal levels. The consequences of an inclusive environment were subsequently developed and explored.

Constructivist grounded theory methods were used to collect and analyze data from interviews with 20 hotel executives and their company websites.

The findings of this study produced a theoretical framework for inclusion in hotel leadership, leadership inclusion theory (LIT). The LIT states organizations must address individual differences, organizational policies and culture and societal norms to develop an inclusive environment. Equity follows inclusion as the value for individual differences makes equitable treatment easier. Finally, diversity increases through increased inclusion and equity.

The LIT describes steps for managers to take to develop an inclusive environment, establish equitable practices and increase diversity within an organization.

The LIT highlights several unintended exclusion practices and generational attitudes that are common among organizations. By making conscious efforts, managers can take deliberate actions to establish a perceived environment of equality.

The LIT is a seminal theory-building effort grounded in hospitality. It explains the when and why of several phenomena related to inequality in the hotel industry and how to overcome such imbalances.

The purpose of this paper is to provide an integrative framework of servant leadership and employees’ perception of inclusion. The authors argue that servant leadership embodies an inclusive leadership philosophy that is in a position to facilitate feelings of belongingness and uniqueness among diverse employees.

A theoretical model capturing the effect of servant leadership in shaping climates for inclusion, is developed. The authors elaborate on research streams focussing on climates for inclusion, and examine servant leadership as a potential predictor of inclusion. In this respect, the authors posit that inclusive practices mediate the servant leadership and inclusion relationship, while leaders’ inclusiveness beliefs moderate the servant leadership and inclusive practices relationship.

The model introduces mediating mechanisms that intervene in the indirect relationship between servant leadership and climates for inclusion. In so doing, the authors seek to identify how organizational practices supported through servant leadership behaviors address employee needs for belongingness and uniqueness. The model predicts multi-level beneficial outcomes for social identity groups.

The paper identifies a bundle of organizational practices facilitating employees’ perceptions of inclusion, by placing an emphasis on how servant leaders can enact and implement practices in view of attaining inclusiveness pursuits.

Servant leadership is inclusive by empowering diverse employees and fostering equitable and more humane workplaces, as well as by being more sensitive to various societal expectations.

The paper is intended to explore precisely how servant leadership can help inclusive ideals to thrive in diverse work environments.

The paper makes an endeavour to explore the efficacy of service learning (SL) pedagogy in inculcating the value of diversity, equity and inclusion (DEI) with a focus on management education in India.

The research methodology comprises a systematic survey of select relevant literature on SL and applying a novel approach to bring out certain key traits of SL initiatives. The paper also tries to decipher how the identified key traits could be regarded as contributing to the ethos of DEI among the learners. Based on insights from the systematic literature review and identified research gaps, an in-depth study of three SL initiatives in India, have been undertaken to demonstrate how implementation of the SL pedagogy in management education creates an impact on the attributes of DEI and inculcates an inclusive mindset.

Although the design, process and learning outcomes of SL pedagogy varies depending on the context, there is commonality in the core attributes that emerges from the literature review which has a potential impact on inculcation of the values of inclusion and appreciation of diversity. The select case studies successfully expand on the list of these identified relevant attributes. The findings have also been corroborated by participants' reflection.

The paper is, however, limited in its scope of assessing the impact in creating an inclusive mindset. To gauge whether such impact is pervasive and persists in the long run, one needs to examine if these values are carried forward by the participants in their professional and daily life. It would, therefore, be more meaningful to carry out a primary survey of the participants, who took part in such SL initiatives, to understand whether the values have really been assimilated in the real life. This is outside the scope of this paper but does open the scope for further research.

The paper would be highly relevant for the accreditation agencies who are increasingly prescribing the role that business schools can and should play towards inculcating the ethos of diversity and inclusion among future business leaders and managers. For the administrators of business schools and other higher education institutions who may be considering how to incorporate the ethos of diversity and inclusion in the curriculum and pedagogy, the paper will provide some direction through the SL route. The detailed exposition of the three SL initiatives will enlighten the administrators or the faculty responsible for designing and delivering any SL programme in other business schools or higher educational institutions as to how to go about developing and delivering such an initiative. To the extent such SL initiatives succeed in leaving a lasting impact on the participants regarding ethos of inclusion and diversity, the business implications in the long run could be immense.

The purpose of the paper by itself establishes its social relevance. The very fact that the paper is focused on SL initiatives that involve social problem-solving approaches through hands-on working on social projects and working with communities the social implications are rather obvious.

Given the paucity of information and analysis on potential fit of SL for fostering DEI especially in developing countries, the present paper contributes to the existing body of literature and aptly fills the void. It builds a theoretical construct relating SL with the traits of DEI and then bridges theory and practice by demonstrating the efficacy of three SL programmes in Indian context to internalise the elements of DEI.

Mahatma Gandhi National Rural Employment Guarantee Scheme (MGNREGS) launched in the year 2006, with the pursuit of the objective of removing poverty and unemployment and thus address the issue of financial inclusion. The performance of the programme across the states in India has not been uniform. The purpose of this study is to focus on the financial inclusiveness features associated with MGNREGS program across the selected districts in West Bengal in the years of recent past.

In this study, financial inclusion index has been developed by consideration of four indicators with the help of principal component method. Fixed effect regression model has been applied to explain the impact of relevant determinants on financial inclusion index.

It is observed that out of 19 districts, seven districts registered an increase in the value of the financial inclusion index in the year 2019 compared to that in the year 2013. The empirical analysis for identifying the determinants of overall inclusion reveals that factors like households having active job card, utilization of fund, amount of labour cost and number of works have significant influence on financial inclusion.

The study widely discussed how the scheme was helping in promoting financial inclusion by providing wage payment through banks and post offices accounts. The author has also tried to highlight some of the difficulties in accelerating the speed of financial inclusion when banks and post offices are used as a means for wage payment and finally provide remedial measures that could be taken to tackle these problems.

This study, a symposium, aims to explore the determinants of financial inclusion, impact of cross-country income-variations on financial inclusion, do high-income countries really uplift the financial inclusion and does the higher financial inclusion index indicate the larger economy?

This study adopts the panel data model to investigate the impact of high-income countries and low- and middle-income countries on financial inclusion. However, this study further adopts the principal component analysis rather than Sarma’s approach to calculate the financial inclusion index.

Based on the Data of World Bank, United Nations, International Monetary Fund, World Development Indicators, this study concludes that there is no nexus between income variations and financial inclusion, as the study reveals that some low- and middle-income countries have greater financial inclusion index such as Thailand (2.8538FII), Brazil (1.9526FII) and Turkey (0.8582FII). In low- and middle-income countries, the gross domestic product per capita, information technology and communication, the rule of law, age dependency ratio and urbanization have a noteworthy impact on financial inclusion that accumulatively describe the 83% of the model. Whereas, in high-income countries, merely, information technology and urbanization have a substantial influence on the growth of financial revolution and financial inclusion that describes the 70% of the total.

The biggest limitation is the availability of data from different countries.

The originality of this paper is its technique, which is used in this paper to calculate the financial inclusion index. Furthermore, this study contributes to 40 different countries based on income, which could help to boost financial inclusion, and ultimately, it leads them toward economic growth.