10 1108 - Jabs 10 2023 0406

The saga of struggling diversity in the
21st century: a qualitative study

Akriti Chaubey and Sunaina Kuknor
Abstract Akriti Chaubey and

Purpose – This paper aims to examine the barriers that act as a hindrance and are the reason behind the Sunaina Kuknor are both
struggles for the successful practice of diversity and inclusion. It also provides suggestions that based at the Symbiosis
organisations across the Asian region can adopt to have a conducive work environment to flourish Institute of Business
diversity and inclusion. Management, Pune,
Design/methodology/approach – Qualitative data were collected from 21 in-depth semi-structured Symbiosis International
interviews, where the male and female interviewee ratio was 6:4. The interviewees were diversity and
(Deemed University), Pune,
inclusion leaders, diversity and inclusion consultants and human resources (HR) experts from Asian
India.
countries such as India, Sri Lanka, Malaysia, UAE, Singapore, Bangladesh and Nepal. The interviewees
belonged to varied industries, including information technology, automobile, manufacturing,
engineering, logistics and independent consultants. Every interview recorded was transcribed, and an
inductive content analysis technique was used using NVivo. Broad themes and several antecedents were
identified which hinder the successful practice of diversity and inclusion.
Findings – There exists a patriarchal mindset in society as the main reason; that is why Asian countries
are finding it difficult and are struggling to embrace diversity and inclusion successfully. There is a lack of
awareness amongst managers about how inclusive gender diversity impacts the company’s financial
status. Reports show that companies that have female board members have better profit margins in
comparison to those that do not.
Research limitations/implications – This study was conducted within one industry setting, the service
sector; therefore, the findings may not apply to other industries because of the different organisational
cultures and HR policies.
Practical implications – This study offers managerial implications that can help the organisation foster
and embrace diversity and inclusion by overcoming the barriers.
Social implications – There should be fair and equitable inclusivity of females in the workplace. Female
employees should be heard without biases and discrimination and allowed to speak up with equity.
Females should not be seen differently during organisational decision-making, participation and
empowerment.
Originality/value – To the best of the authors’ knowledge, this study is one of the few to explore the
challenges faced by Asian region organisations to embrace diversity and inclusion by empirical
evidence. The study shows how the Asian region struggles to go beyond gender diversity and move
away from patriarchal hegemony, which is the study’s unique contribution.
Keywords Inclusion, Diversity, Gender, Culture, Qualitative study
Paper type Research paper
1. Introduction
With globalisation at its peak, the world has become one place (Singh and Gaur, 2020).
Furthermore, in addition to the primary findings of our study, we have also identified and
presented a set of specific recommendations and suggestions that may help to further
develop and advance feminist leadership theories. These include exploring the
intersectionality of gender with other social identities, recognising and addressing the
Received 2 October 2023
unique challenges women leaders face in different contexts and promoting inclusive and Revised 9 December 2023
participatory leadership approaches that prioritise collaboration, empathy and social Accepted 16 January 2024
DOI 10.1108/JABS-10-2023-0406 © Emerald Publishing Limited, ISSN 1558-7894 j JOURNAL OF ASIA BUSINESS STUDIES j
justice. Today, communities and companies are characterised by a heterogeneous
workforce, cross-cultural teams, multicultural organisations, foreign investments and a
diverse customer base (Pless and Maak, 2004; Mor Barak, 2000). Diversity in the employee,
as well as customer base, is inevitable today. Hence, it is crucial to understand diversity
and its various related aspects. One such aspect is organisational inclusion. Both diversity
and inclusion have become an essential business imperative functions. Businesses should
focus on channelling diversity and inclusion functions for positive organisational outcomes.
Diversity and inclusion are stated to be two sides of the same coin. While diversity is a
function that focuses on demographic differences in a group, inclusion is diversity in action,
where these differences are accepted, included, and leveraged to better organisational
performance. Diversity could be either in visible or invisible form. Diversity in ideas and
opinions is the hidden form of diversity, whereas differences in colour, gender and age are
visual forms of diversity. The foundation of inclusion is the appreciation and acceptance of
both types of diversity.
As popularly quoted by Myers, “Diversity is inviting people to the party, and inclusion is
being asked to dance”. In today’s competitive space, it is not limited to being asked to
dance but much more like planning the party, choosing the music, coordinating the steps
and ensuring no one feels left out (Kuknor and Bhattacharya, 2021). Recently, research has
moved its focus from diversity management to organisational inclusion. While a lot has been
studied on various dimensions of diversity and inclusion, why companies struggle to
implement and ripe the benefits of a diversity and inclusion culture successfully remains
less explored. Within the domain of diversity and inclusion, it is apparent that individuals,
irrespective of their proactive characteristics, are not impervious to experiencing burnout in
the workplace. Acknowledging this is crucial for cultivating a workplace environment that is
both supportive and inclusive, thereby safeguarding the overall welfare of all personnel
(Wahab and Blackman, 2023). Overall, the concept and dimensions of diversity and
inclusion are under-examined and need further exploration (Nair and Vohra, 2015).
Organisations today are becoming more culturally diverse (Cox, 2001; Scott et al., 2011),
with a workforce that brings together people from different backgrounds (Chua et al., 2023).
It is vital to foster an inclusive environment where everyone can feel comfortable being their
authentic selves (Roh and Sung, 2022). Despite the significant amount of research and
literature focusing on diversity and inclusion in organisations, there is a clear lack of in-
depth understanding of the subject (Dobusch, 2021). While there is no doubt that many
organisations are trying to promote diversity and inclusivity in the workplace, there is still a
lot to be learned about what works and what does not (Warren and Warren, 2023). It is
important to understand the nuances of these concepts and how they can be implemented
effectively within different organisational contexts. In addition, more research is needed to
understand the impact of diversity and inclusion on organisational outcomes such as
employee satisfaction, productivity and innovation. This study explores why companies
struggle to effectively incorporate diversity and inclusion and the role of HR practitioners in
this challenge. The study further provides suggestions for business leaders to overcome the
difficulties identified. To address the research gaps, we have formulated two research
questions:
RQ1. How is diversity and inclusion progressing beyond gender in Asian regions?
RQ2. What is hindering companies in the Asian region from incorporating diversity and
inclusion effectively and reaping its full benefits?
We adopted an inductive approach to address the research questions at hand effectively.
This approach is commonly used in qualitative research and involves analysing collected
data to identify patterns, themes and categories (Gioia et al., 2013). By using an inductive
approach, we hope to comprehensively understand the phenomenon we are studying and
any underlying relationships or connections that may exist (Bansal et al., 2018). The study
has the potential to increase awareness among organisations and help them understand
j JOURNAL OF ASIA BUSINESS STUDIES j

how to manage diversity and inclusion effectively, which can benefit them in many ways.
Our research paper is structured into several sections that provide a comprehensive
understanding of the research process. In Section 2, we present a critical literature review,
which involves an in-depth analysis of relevant sources of information related to the
research topic. We critically evaluate the existing literature to identify gaps, strengths and
weaknesses that inform our research objectives. Section 3 delves into the research
methods, where we explain the various techniques and tools, we used to obtain data. We
provide a detailed account of the research design, sample selection, data collection
procedures and data analysis techniques. This section offers insights into the research
process and helps readers understand the reliability and validity of the research outcomes.
In Section 4, we focus on data analysis, which involves processing and interpreting the data
collected. We provide a detailed account of the statistical and computational techniques we
used to analyse the data and explain how we arrived at the research findings. Section 5
presents the research findings based on an inductive approach, which involves the
identification of patterns and themes in the data. We provide a detailed account of the
significant findings and how they relate to the research objectives. Section 6 deals with
the discussion section, where we contextualise the research findings about the existing
literature. We critically evaluate the research outcomes and offer insights into their
implications for theory and practice. Finally, in Section 7, we conclude our study by
summarising the research outcomes and highlighting their significance for future research.
2. Literature review
2.1 Diversity and inclusion in Asian regions
Diversity and inclusion have been developing in literature in the past decade (Roberson,
2006). The early stream of research emerged from social psychology and social work
studies. Asian countries like India, Japan, China, Sri Lanka, Thailand, Singapore and others
view diversity, inclusion and equality differently from Western nations. This is due to four key
factors.
The presence of persons with varying characteristics, such as but not limited to colour,
ethnicity, gender, age, sexual orientation, religion, financial level and physical or mental
ability, is what “diversity” means in the workplace (Singh et al., 2021; Ranta and Ylinen,
2023). To foster a more welcoming and egalitarian workplace, valuing and celebrating
employee differences is crucial. The dynamic nature of work–life balance has significant
implications for people from varied backgrounds. Recognising diverse requirements
facilitates the implementation of inclusive policies, which are vital to providing equitable
opportunities and enhancing the well-being of employees. These factors are of utmost
importance for businesses and society, particularly in the face of ongoing global
transformations (Sharma and Tiwari, 2023).
However, women face a different reality at the organisational level, where many report
feeling oppressed by the current rules and structure in line with patriarchal values (Pineda
Duque and Castiblanco Moreno, 2022).
According to the reports of the International Labour Organization (2019), millions of people
throughout the globe, especially women, are subjected to discrimination and male control in
their places of work. Howard (2023) argues that inequalities between the sexes are
reinforced, and this systemic problem stunts women’s participation in decision-making. The
USA (US Equal Employment Opportunity Commission, 2018) and Australia (Australia
Human Rights Commission, 2018) enacted laws for creating inclusive workplaces that
provide power to all workers that require addressing and removing these obstacles. Firstly,
Asian countries have diverse populations as compared to the West. Diversity is a given in
most Asian countries. For example, India is considered one of the most diverse countries
globally (Sowell, 2002; Kuknor and Kumar, 2023) and represents a societal context that is

unique from Western countries. The range of diversity includes age, gender, education,
religion, caste, differently abled, lifestyle and so on (Venkata Ratnam and Chandra, 1996;
Som, 2007). Vietnam has a Confucian culture, a high-power distance and a high context. In
this culture, non-verbal cues and social environment strongly influence how people interact
with one another (Hofstede, 2001).
Secondly, Asian countries have solid cultural prejudice toward their tradition, customs and
rituals (Mamatha, 2019). For example, no regulations exist in China to prevent discrimination
against LGBT employees. Furthermore, the Indian judicial system is fighting for the
approval of same-sex marriage. One of the reasons that stop Asian countries from
embracing diversity and inclusion is its deep roots in traditional approaches and a
patriarchal mindset in society. Asian countries still believe that men are superior to females
(Jyoti, 2019; Gupta, 2020). Working women in Asian countries face challenges like lack of
organisational support post-maternity break, stereotyping by peer groups and stagnation in
career progression. Also, the community and society influence the organisation’s macro
environment, which further influences its policy. Hence, if culture encourages a patriarchal
mindset, it will directly influence organisational policy towards diversity and inclusion,
preventing diversity and inclusion implementation and sustainability.
Thirdly, the judicial system in Asian countries is different from the West. Most Asian
countries have constitutions/regulatory authorities that govern anti-discrimination laws. For
example, in India, Articles 15 and 16 of the Constitution of India prohibit discrimination
based on gender, age or religion (Gandhi, 2019). In the West, affirmative action through the
Civil Rights Act governs any discrimination. In Asian countries, “reservations” are integral to
the system. Minority protection through reservation quota is one of the prime elements of the
functioning of Asian countries. Hence,
fourthly, in Asian countries, most countries are termed either developing nations or
underdeveloped nations; hence, for many years, their approach has been limited only to
gender diversity. Only in recent years have these countries moved beyond gender diversity.
Acceptance of other social groups, such as LGBTQ and differently-abled groups, has
getting attention recently in the Asian context (Patel, 2019; Nambiar and Shahani, 2018).
There is also an increase in diversity research in the Asian context in the past few years
(Kuknor and Bhattacharya, 2021; Donnelley and Murray, 2013).
Regarding the Asian scenario, the concept of diversity and inclusion in Asia is evolving and
shifting away from a singular emphasis on gender (Lorbiecki and Jack, 2000). While
progress towards gender parity is essential, it is also important to include people of all
races, religions, abilities and sexual orientations. There has been a substantial increase in
diversity and inclusion programs across Asia (Lorbiecki, 2001). There has been a surge in
companies adopting strategies and policies meant to encourage a more diverse and
welcoming workplace (Shore et al., 2018). Globalisation, shifting demographics and a
growing appreciation for the value of many viewpoints and skill sets are all contributing
forces. In accordance with Arianpoor and Sahoor (2022), their study emphasises the
importance of incorporating multiple perspectives into a strong company plan. The act of
embracing inclusivity not only enhances the quality of decision-making processes but also
cultivates an environment conducive to innovation and collaboration. This method
guarantees that firms engage in effective and ethical competition, so strengthening their
involvement with the industry and their impact on society.
Asian businesses are beginning to understand the value of diversity beyond just filling
quotas or ensuring legal compliance. They are beginning to see how having a more diverse
group of people working together can boost creativity, productivity and efficiency (Goncalo
and Staw, 2006). This has led to an emphasis on building more welcoming communities
that embrace diversity. Organisations in Asia are working to improve their inclusivity across
genders, races and cultures (Chow, 1987). The company actively fosters diversity and

inclusion by hosting events to recognise and honour workers’ cultural origins and
encouraging cross-cultural communication and understanding. This promotes team spirit
and a sense of everyone’s unique background.
In addition, a spike is seen in the number of Asian businesses that actively welcome and
employ people with disabilities (Wehman et al., 2016). Accessible and accommodating
workplaces and fair job opportunities for individuals with impairments are the focus of
current efforts. This includes fostering training in disability awareness and inclusion,
changing physical spaces and making digital content accessible.
In diversity and inclusion, the Psychological Contract on Role and Task is a key factor
influencing organisational fairness. On the other hand, organisational inclusiveness is
significantly impacted by the Psychological Contract on Culture (Sia and Bhardwaj, 2009)
(a). The complex interaction highlights the various aspects influencing how equality and
inclusion are perceived within organisational systems.
Training and informal activities are crucial in shaping accountability attitudes within
organisational diversity and inclusion. The psychological contract significantly affects these
factors, shaping individuals’ perception of fairness within the organisational structure. This
complex interaction influences the landscape of inclusivity, promoting a culture of equity
(Sia et al., 2013) (a).
The perception of the diversity climate among employees belonging to different social
groups is an essential aspect within the field of diversity and inclusion. It mirrors an
organisation’s combined experiences, attitudes and inclusiveness. Comprehending and
dealing with these viewpoints is crucial for creating a setting in which people, regardless of
their social backgrounds, feel appreciated, esteemed and completely incorporated into the
organisational structure (Sia and Bhardwaj, 2008) (b).
Gender discrimination has a detrimental impact on work engagement, causing obstacles
that impede individual performance and organisational success. To promote diversity and
inclusion, it is crucial to unravel these biases (Sia et al., 2015) (b). Organisations may foster
an inclusive atmosphere and maximise the capabilities of a diverse workforce by
encouraging equal opportunities and addressing gender-based inequities.
Many parts of Asia are likewise becoming more accepting of the LGBTQþ population
(Nölke, 2018). Some businesses have passed policies that provide LGBTQþ workers
complete protection from discrimination and access to all company resources. Pride
celebrations, LGBTQþ employee resource groups (ERGs) and allyship initiatives are
increasing, creating safer spaces for people of all genders and sexual orientations to work.
While some progress has been achieved, many obstacles to diversity and inclusion in Asian
areas remain. Some people may find it difficult to fully embrace diversity due to cultural
norms, prejudices or long-held traditions (Dover et al., 2020). However, the upward trend
towards more fair and inclusive workplaces across various dimensions beyond gender is
supported by the rising momentum and commitment to diversity and inclusion in Asian
enterprises.
2.2 Inclusion perspectives in Asian region organisations

Businesses in Asia still need help with implementing diversity and inclusion initiatives
thoroughly. Several causes keep this war from ending.
2.2.1 Cultural and social norms. The corporate world is heavily influenced by established
cultural norms and social expectations (Tiran et al., 2023). Conformity and harmony are
prized above uniqueness and discord in many Asian nations due to the prevalence of
hierarchical institutions and collectivist principles. Adopting a more inclusive attitude might
be hampered by deeply embedded cultural conventions that make people uncomfortable.

2.2.2 Varied skills and biased decisions. Secondly, there needs to be more inspirational
figures and visible examples of varied skills in positions of authority. Aspiring members of
underrepresented groups may feel disheartened and unable to imagine a successful career
path inside these firms due to the absence of role models who look like them (Budhwar
et al., 2023). Decisions may be biased, and blind spots regarding diversity concerns may
remain if leadership is not diverse.
2.2.3 Language and cultural aspects. In addition, there is a great deal of language and
cultural variety inside the boundaries of the Asian area, which creates particular difficulties
for international businesses (Xiao et al., 2022). Respect for local traditions and customs
must balance the need to implement broad diversity and inclusion efforts, which may be a
delicate balancing act.
2.2.4 Globalisation and economic development. Because of fast economic development
and globalisation, Asia has become more competitive and productive. Some businesses in
today’s fast-paced world put diversity and inclusion initiatives on the back burner in favour
of more immediate aims (Heimberger, 2022). The long-term advantages of diversity
programs, such as better creativity, employee engagement and decision-making, may be
lost if they are seen as a waste of time and money.
2.2.5 Diverse leadership. Challenging cultural norms, encouraging the development of a
diverse leadership pipeline, tailoring solutions to local circumstances and encouraging a
long-term commitment to diversity and inclusion are all necessary to effectively address
these issues (Singh et al., 2019). In doing so, Asian businesses may better realise the
potential benefits of a more diverse workforce.
2.3 Diversity theories

The concepts of diversity and inclusiveness are crucial today (Theodorakopoulos and
Budhwar, 2015). Diversity refers to the existence of multiple individual and group differences,
including race, ethnicity, gender, age, religion, sexual orientation and abilities (Alheji et al.,
2016). On the other hand, inclusiveness is creating an environment where everyone feels
valued, respected and supported (Ferdman, 2013). Understanding and promoting diversity
and inclusiveness requires interdisciplinary knowledge and collaboration (Reich and Reich,
2006). It involves recognising and celebrating differences, challenging biases, stereotypes
and creating policies and practices that promote equity and justice for all (Riach, 2009). By
embracing diversity and inclusiveness, we can create a more tolerant and accepting society,
where everyone can thrive and reach their full potential (Magrizos and Roumpi, 2020).
Diversity and inclusiveness are complex and multifaceted concepts that scholars have been
studying extensively (Filatotchev et al., 2020). To understand their nuances, scholars have
explored various theories and approaches. These theories encompass a range of disciplines,
such as psychology, sociology and anthropology, and aim to provide a comprehensive and
nuanced understanding of diversity and inclusiveness (Devine and Ash, 2022). By drawing on
these theories, scholars hope to better understand the complexities of these concepts and
how they can be effectively fostered in different settings. This study aims to shed light on the
topic of diversity and inclusivity practices in the context of Asia (Cooke et al., 2020). To
achieve this, we provide an in-depth overview of various theories that can help us better
understand the factors contributing to such practices’ success. By exploring these theories,
we hope to gain a deeper understanding of the complex social, cultural and historical contexts
that shape attitudes and behaviours towards diversity and inclusion in the region. Our findings
aim to provide insights that can help individuals and organisations develop more effective
strategies for promoting diversity and inclusivity in the workplace and beyond.
2.3.1 Cognitive diversity theory. Cognitive diversity theory is a theoretical framework that
explores the idea that diversity of thought and perspective can bring about a more inclusive
and innovative organisational culture (Crisp and Turner, 2011). This theory acknowledges

that everyone has unique cognitive abilities, experiences and knowledge that can
contribute to a group’s problem-solving and decision-making processes (Dahlin et al.,
2005). By embracing cognitive diversity, organisations can create a more welcoming and
inclusive environment for individuals from diverse backgrounds, while also fostering
creativity and innovation (Mello and Rentsch, 2015). This theory can be applied to a variety
of contexts, including but not limited to workplaces, educational institutions and community
organisations (Kearney et al., 2009). The cognitive diversity theory suggests that having
people with different ways of thinking, problem-solving skills and perspectives can lead to
more innovative solutions and better decision-making (Shepherd et al., 2023). When
applied to patriarchal societies, where power and decision-making are concentrated in the
hands of men, this theory may offer a valuable perspective (Rigg and Sparrow, 1994).
Therefore, we contend that by increasing the representation of women and other
marginalised groups in leadership roles, patriarchal societies can derive benefits from the
diverse experiences and perspectives they bring. This, in turn, can result in a more inclusive
and equitable society where decisions are made considering a wider range of viewpoints.
2.3.2 Feminist leadership theories. It offers a strong basis for promoting organisational
diversity and inclusion (Morley and Lund, 2021). These theories prioritise the removal of
systematic gender prejudices and the creation of inclusive environments that fully embrace
the diverse aspects of diversity (Chin and Trimble, 2015). Feminist leaders question
conventional hierarchical systems, emphasising the importance of cooperation, understanding
and the fair allocation of authority (Eagly and Carli, 2007). An intricate examination of the
convergence between feminist leadership theory and diversity and inclusion inside
organisations (Fitzsimmons and Callan, 2020). These works jointly emphasise the complex
path women must navigate to reach leadership positions (Kumra and Vinnicombe, 2008) since
they face several hurdles influenced by gender biases. They emphasise the necessity of
having a diverse leadership team and clarify women’s distinct leadership approaches, which
challenge conventional models (Rosener, 1995).
The texts demonstrate feminist leadership theory, which argues that diversity is not just a
superficial requirement but a driving force for innovation and achievement inside an
organisation (Kanter, 1977). These theories promote leadership approaches that
acknowledge and use the strengths found in multiple viewpoints by embracing the ideals of
equity, collaboration and intersectionality (Helgesen, 1990). They illuminate the sometimes-
disregarded benefits women’s leadership styles offer, highlighting attributes like empathy,
fostering relationships and promoting consensus (Eagly and Johannesen-Schmidt, 2001).
Collectively, these theories demonstrate the advancements in women’s leadership and urge
organisations to actively support diversity and inclusion. This involves creating
circumstances where individuals of all genders can prosper and make valuable
contributions.
2.3.3 Social identity theory. Social identity theory (SIT) is a valuable framework for
comprehending diversity and inclusion in organisational settings (Ashforth and Mael, 1989).
SIT is based on the concept of intergroup conflict. According to SIT, individuals classify
themselves and others into different social groups, which results in favouritism towards their
group and discrimination against other groups (Tajfel and Turner, 1979). In a professional
setting, this interaction might lead to inconspicuous biases, which can provide difficulties in
cultivating an inclusive atmosphere. Aversive racism, a component of SIT, emphasises the
subconscious biases that individuals may possess, even if they explicitly disavow
discriminating attitudes (Dovidio and Gaertner, 2004). SIT argues that with the
acknowledgement and reduction of these biases, organisations can facilitate the
development of a more inclusive culture, hence minimising disputes between different
groups and fostering collaboration within diverse teams (van Knippenberg and Hogg,
2003).

When critically comparing identity theory with SIT, it is evident that the former primarily
emphasises the development of individual identity, whilst the latter takes a broader
perspective by examining the dynamics of groups (Haslam and Ellemers, 2005). Identity
theory focuses on developing individual identity and self-perception, frequently overlooking
the important intergroup dynamics essential in different work environments (Roccas and
Brewer, 2002). SIT, however, skilfully combines individual and group identities, revealing
how social categorisations impact behaviour and perceptions (Kreiner et al., 2006). Identity
theory is useful for understanding personal motives, but SIT provides a more extensive
framework for dealing with the intricacies of diversity and inclusion (Hogg et al., 1995). SIT
focuses on the collective components of identity that significantly influence organisational
dynamics. By incorporating the insights from SIT, organisations can effectively traverse the
complexities of social identities, creating a workplace environment that recognises and
celebrates diversity.
3. Research methods
3.1 Procedure and approach followed for conducting the study
The study investigates the reasons for the struggles in the Asian region to successfully
implement and ripe the benefits of a diverse and inclusive workplace. With the help of
literature on diversity and inclusion, a semi-structured questionnaire was prepared focusing
on the study’s research questions. Apart from literature, informal conversations with industry
experts also guided the authors in framing the questions for the survey. While preparing the
questions, literature from Asian and non-Asian countries was considered to give it a holistic
approach.
The interview method was selected for the study since it helps to fetch in-depth information
about an experience or construct from the respondent (Robson and McCartan, 2016). The
next step was to identify diversity and inclusion practitioners who could contribute to the
study with their input and experience with the struggles of diversity and inclusion. A
judgmental sampling technique was adopted to select the respondents and conduct the
interview. This method allows the researcher to choose the respondents consciously for the
study (Meeden and Lee, 2014). The advantage of using judgment or purposive sampling is
that it helps the researcher gather information about the analysis from the experts and
assists further in understanding if the study is worth investigating. Also, the authors selected
the purposive technique as diversity and inclusion area still in the development stage in
Asian regions (Nair and Vohra, 2015), and not every employee would know this function to
share.
Each of the 21 individuals interviewed was selected after scrutiny of their professional
profile. The interview was stopped at 21 respondents, as repetition was found in responses
after the 18th interview, which was the point of theoretical saturation (Wood and Bloor,
2006). As the number of respondents increased, there was a reduction in receiving new
insights and an increase in the repetition of inputs. Although after the 18th interview, the
authors continued with 3 more interviews, with the similarity in responses, the authors
finalised and stopped at 21 interviews for the current study.
The inclusion criteria for selection were individuals who worked in the field of diversity and
inclusion as either policy markers or consultants, who were the first choices of respondents.
These include diversity and inclusion leads, human resources (HR) managers, diversity and
inclusion consultants, freelancing trainers and senior-level executives. The reason for
selecting these profiles was their expertise in the area of diversity and inclusion. Since
diversity and inclusion is a relatively new field and our objective was to explore diversity and
inclusion in the Asian region, we selected our respondents based on their experience and
involvement in the function of diversity and inclusion. Respondents were chosen from Asian
countries such as India, Sri Lanka, Malaysia, UAE, Singapore, Bangladesh and Nepal. The

interviewees belonged to varied industries, including information technology, automobile,
manufacturing, engineering, logistics and independent consultants. Both online and offline
methods were adopted for conducting the interview. The authors used Microsoft Teams,
Zoom and Google Meet to conduct online interviews. Each interview lasted for
approximately 30–40 min. To maintain the anonymity of the respondents, they were coded
R1, R2 and so on. All the interviews were recorded, transcribed and prepared for data
analysis in Figure 1.
3.2 Demographic profile of the participants
Figure 1 Demographic details of the respondents
4. Data analysis
4.1 Thematic analysis – themes generated after cluster analysis in vivo
Every interview recorded was transcribed, and an inductive content analysis technique was
used using NVivo. The process was also efficient and timesaving. Braun and Clarke (2006)
point out that patterns are identified through rigorous data familiarisation, data coding and
theme development and revision. Firstly, familiarisation with data was internalised through
transcription and the interviews. The interview transcripts of 21 respondents were imported
into NVivo. Each transcript was read and re-read to become familiar with the data.
Secondly, the coding process was initiated, where each line was read and coded with
either a new code or existing code already established in the literature. Working through the
data, more nodes and sub-nodes that explained the patterns of inclusive leader behavior
were developed. The third stage was theme development. At this stage, coded nodes on

NVivo were read and re-read to identify significant broader patterns of meaning (potential
themes).
4.2 Cluster analysis

A cluster analysis query was run in Nvivo to explore the themes emerging from the interview
transcripts. The preliminary cluster analysis yielded 17 nodes, as represented in Figure 2.
Promoting an inclusive culture: creating a setting ensures everyone is recognised and
appreciated. Regular diversity training programs and open communication channels, such
as those mentioned, foster an inclusive culture (Dobusch, 2014).
ERGs: are communities within an organisation that provide support and assistance. For
instance, an LGBTQþ resource organisation that offers networking opportunities and a
platform for exchanging shared experiences (Welbourne et al., 2017).
Intersectionality: refers to the acknowledgement and examination of several dimensions of
identity and the subsequent efforts to address their interconnections. One illustration involves
recognising that individuals may encounter distinct obstacles as a result of a confluence of
elements such as race, gender and socioeconomic status (Samuels and Ross-Sheriff, 2008).
Promoting equal opportunities: ensuring equitable opportunities for all employees. One
example is the implementation of blind recruitment practices, which aim to eliminate biases
and ensure equal opportunities (Dreher and Dougherty, 1997).
Figure 2 Cluster analysis of diversity and inclusion

Cultural sensitivity: refers to the conscious recognition and respectful consideration of the
various cultural backgrounds that exist. One instance involves providing a wide range of
food choices during corporate gatherings to cater to different dietary requirements and
cultural customs (Foronda, 2008).
These nodes were further converted into four themes as per similarity of meaning.
4. 3 Word cloud
The NVivo software has the versatility to create visual depictions, such as word clouds,
word trees or word maps, to demonstrate the frequency of particular terms in transcripts.
The choice to not use the option of excluding regular routine words, referred to as “STOP”
words, was evident in this study. This can be observed in Figure 2, which displays the word
cloud generated from all transcripts. This visualisation emphasises the words that are used
most frequently, revealing a generally good sentiment among respondents regarding
inclusive leadership. The word cloud uses font size to represent the frequency of each
word, with larger letters representing greater usage. This creates a descending order of
words based on their frequency.
4.3.1 Most frequently used words based on explore-query of NVIVO. In the 21st century, the
organisational environment is characterised by a complicated narrative of ongoing
challenges in achieving diversity (Siegel-Hawley, 2014). Despite progress in feminism,
traditional institutions of male dominance continue to exist (O’Connor, 2020). This study
explores the complex decision-making processes, emphasising the crucial role of HR
policies in removing obstacles.
Creating inclusive workplaces has become a top priority for firms in today’s corporate
culture, with a focus on cultivating diversity and supporting gender equality. The term “word
cloud” in (Figure 3) represents the lexicon that embodies this forward-thinking ideology. The
terms “Diversity”, “Inclusive” and “Gender” emphasise the dedication to welcoming
variations. The concepts of “Equality”, “Equity” and “Intersectionality” prioritise the
attainment of fairness and justice. The widespread use of terms such as “Inclusive
Figure 3 Word cloud

Leadership” and “Employee Well-being” indicates a comprehensive strategy to cultivate an
environment that promotes the flourishing of varied viewpoints. Organisations recognise the
significance of including inclusion and gender equality as fundamental aspects of their
structure, rather than just using the terms “Representation” and “Equal Pay” as trendy
phrases.
Gender and inclusion are becoming significant themes in pursuing a fairer workplace
(Shore et al., 2018). The organisational structure integrates leadership, development and
job assessment, emphasising the need for thorough training (Day, 2000). This research
sheds light on a more inclusive future, emphasising the necessity for transformative change
as organisations confront the difficulties of diversity and inclusion.
Table 1 displays the 30 most commonly used words, which have been taken from all the
interview transcripts.
5. Findings
The study delves further than the typical gender-centric lens into the many facets of
diversity and inclusion in Asian areas. This research aims to understand better the barriers
that prevent businesses in Asia from implementing diversity and inclusion and realising their
full potential. Data analysis reveals four overarching themes that provide light on the
challenges and opportunities of creating more diverse and welcoming workplaces in the
Asian region, as seen in Figure 4.
Table 1 Word frequency

Word Length Count Weighted (%)
Diversity 12 305 1.95

Inclusive 5 258 1.36
Gender 3 244 1.02
Organisation 8 230 0.97
Diversity 9 229 0.85
Equality 7 222 0.76
Empowerment 8 215 0.73
Intersectionality 6 207 0.70
Bias 6 198 0.68
Equity 9 192 0.65
Inclusive leadership 11 171 0.62
Representation 9 166 0.59
Workforce diversity 5 164 0.56
Non-discrimination 9 159 0.54
Cultural sensitivity 5 128 0.44
Fair practices 7 126 0.43
Gender equality 9 110 0.37
Social justice 11 99 0.33
Diverse perspectives 9 95 0.32
Inclusive culture 10 89 0.31
Employee well-being 7 89 0.30
Inclusive hiring 6 89 0.30
Equal pay 9 87 0.30
Diversity metrics 5 87 0.30
Organisational culture 8 87 0.30
Employee resource groups 5 86 0.29
Gender neutrality 9 85 0.29
Meritocracy 9 73 0.26
Accessible opportunities 7 67 0.23
Gender inclusivity 9 60 0.20
Source: Authors’ own work

Figure 4 Themes and responses views with similar quotes
5.1 Gender versus organisation policies

The respondents that expressed diverse perspectives regarding gender diversity in Asian
regions are as follows: some respondents emphasised the cultural and societal barriers that
impede progress in this area. In contrast, others emphasised the significance of promoting
gender equality and inclusion in decision-making (Khunkaew et al., 2023). These
perspectives cast light on the complexities of gender diversity in Asian contexts and
highlight the need for customised strategies to address the unique challenges faced by
organisations in these regions.

[. . .] In the 1960s, 1970s, and even earlier, these policies were designed to meet the
requirements of males, so I believe they are now outdated. In today’s society, where we aspire
for gender equality, it is evident that these policies are no longer valid[. . .]. the consideration of
women’s working hours is one area that has been neglected. In the past, the traditional 9-to-5
workweek may have suited men’s circumstances, but it ignores the diverse responsibilities and
commitments women frequently have outside of work.
The opinion emphasises the need for equality and the obsolescence of policies designed
for males in the past. It emphasises the lack of flexibility of the traditional 9-to-5 workweek
by highlighting the neglect of women’s requirements regarding working hours. The analysis
acknowledges women’s evolving obligations and responsibilities outside of the workplace.
5.2 Gender versus human resource policies

Research indicates that women in the ASEAN region have attained leadership by balancing
their personal and professional lives (Cho et al., 2015). They have demonstrated
extraordinary abilities to navigate diverse cultural contexts while balancing the demands of
leadership roles (Tatli et al., 2013). This trend shows women’s tremendous potential and
tenacity to drive progress and break down barriers in traditionally male-dominated fields,
thereby contributing to advancing gender equality and diversity in the ASEAN business
landscape:
I am convinced that incorporating a gender perspective into HR policies is crucial for fostering an
inclusive workplace. During a recent performance evaluation cycle, I witnessed first-hand the impact
of gender-blind policies. Despite having comparable qualifications and accomplishments, female
employees consistently received lower ratings and had fewer opportunities for advancement than
male employees. This experience underscored the need for gender-specific HR policies to combat
implicit biases and systemic barriers.
Even though existing literature may imply that women in the ASEAN region hold top
positions by effectively balancing their personal and professional lives, it is essential to
recognise that the reality on the ground may differ. Interviews with women in leadership
positions may disclose their belief that gender equality should be a policymaking priority.
These above observations highlight the need for organisations to actively address gender
disparities and adapt their policies to promote equal opportunities and assist women in
leadership positions. By incorporating gender-focused perspectives, businesses can
create a more inclusive and supportive environment that enables women to flourish in their
careers and significantly contribute to the organisation’s success.
5.3 Perception about patriarchal hegemony

“Hegemonic masculinity” substantially influences social hierarchy and women’s activities,
especially in organisational and recruiting contexts (Adisa et al., 2019). In employment and
promotion decisions, prevalent cultural norms frequently favour characteristics associated with
traditional masculinity, resulting in gender bias. This can contribute to an underrepresentation
of women in leadership positions and hinder their career advancement. Recognising and
resolving these prejudices is crucial for promoting diversity and gender equality, as it enables
women to participate entirely in organisational settings and to overcome barriers imposed by
hegemonic masculinity. When the employee asked about her opinion on patriarchal
hegemony, the reply was in her own words:
[. . .] HR policies appear to reflect a patriarchal hegemony that favours male dominance, despite
the contributions and qualifications of women [. . .] confronted with subliminal biases and limited
growth opportunities[. . .] Perpetuating traditional gender roles.
According to the respondent’s perspective, patriarchal hegemony is prevalent in

organisational and HR policies. Despite advances in gender equality, the respondent

perceives residual biases favouring masculine norms, which limit the opportunities and
activities available to women. When queried for a male member’s opinion, he confirmed the
existence of such biases, indicating the need for additional research to fathom the nuances
of gender dynamics within organisational and HR frameworks. Dynamic capabilities pertain
to the capacity of an organisation to harness a wide range of skills efficiently. Incorporating
diverse viewpoints and competencies contributes to developing adaptation, innovation and
market responsiveness, guaranteeing long-term success in an ever-evolving global
environment (Muneeb et al., 2023):
As a male diversity and inclusion employee, I cannot disregard the patriarchal hegemony
present in our HR policies. Certain policies imperceptibly favour male employees, reinforcing
traditional gender roles, as is evident. Women are frequently undervalued and encounter
obstacles in attaining leadership positions. To promote genuine inclusion, we must combat
these biases and advocate for policies that enable all genders to excel and contribute their
unique strengths.
The respondent agrees that there are instances where patriarchal hegemony does exist and
suggests HR policies must challenge these norms and embrace inclusivity, thereby
empowering women to flourish and contribute equally.
5.4 Perception about inclusion in decision-making

The gender of the people in leadership roles in a company is not irrelevant to the
organisation. Instead, they are manifestations of intricate social institutions that dominant
ideologies, sex roles and power hierarchies have moulded. In the workplace, people’s
experiences and possibilities are shaped by how they are treated, how they treat others and
how they make decisions because of their gender (Connell, 2005). Promoting gender
equality and creating welcoming workplaces requires an awareness of the intertwining of
gender and organisational systems:
I have seen how a lack of diversity at the top can stifle the organisation’s richness of
perspectives and prevent it from reaching its full potential. I have personally experienced
situations where women and minority voices are underrepresented in decision-making.
The respondent’s direct observation highlights the inhibiting effect of limited top-level
diversity on the perspectives and potential of an organisation. Personal experiences of
marginalised women and minorities in decision-making underline the importance of
nurturing inclusive practices for optimal organisational results. Addressing diversity
disparities at the executive level is crucial to maximising the organisation’s potential.
Implementing inclusive policies, diverse recruitment and leadership development programs
will cultivate diverse perspectives, enabling women and minorities to participate actively in
decision-making, thereby optimising organisational results.
5.5 Feminism and human resource policies
5.5.1 Job evaluation

[. . .] the organisation is undervaluing my contributions and skills. Even though I perform better
than my male colleagues, the authorities often neglect my efforts. There are common
misconceptions and stereotypes that women can only do specific jobs. This prevents me from
putting forth my best performance. My performance evaluation is always influenced by the
stereotypes assigned to the category of women. The leadership styles considered by the
evaluation committee will be associated with the male leadership style, undermining my
performance in the evaluation.
Klasen and Lamanna (2009) applaud that gender disparities in employment have a rising
influence on the economy’s expansion. The respondent’s story emphasises the pernicious

impact of gender prejudice and preconceptions in evaluating employees’ performance.
Such discrimination limits women’s potential and necessitates immediate effort to establish
fair and inclusive assessment methods.
5.5.2 Work-life balance. The concept of work-life balance is customised to accommodate
the unique requirements of each individual. Individuals can achieve personal satisfaction
and fulfilment by recognising and accepting a wide range of circumstances and
experiences. In addition, businesses can reap advantages from embracing diversity, while
society can gain from creating an inclusive environment that accommodates the needs and
perspectives of all individuals (Sheikh, 2022).
The world wars altered the traditional male-breadwinner family structure. As more women
entered the workforce during the war, societal norms shifted and women’s duties expanded
beyond homemaking, gradually leading to a more diverse and inclusive family structure
(Casper and Bianchi, 2001; Rajadhyaksha, 2012). The respondent’s experience
demonstrates the necessity of addressing issues with work-life balance, gender bias and
workplace policies to cultivate an inclusive and empowering environment for women:
I often face immense pressure and time constraints because, as a woman, I am expected to look
after my children and my aged parents. My organisation has long working hours and is very strict
about unrealistic deadlines[. . .]. with children, this workplace culture and expectation results in
reduced work-life balance. I am a breastfeeding mother, and the lack of on-site childcare
facilities and lactation rooms makes it very difficult for me to manage my work and personal life
effectively.
The respondent’s anecdote emphasises the harmful effect that gender stereotypes and
bias can have on performance reviews. As a result, there is an urgent need to take steps
toward developing evaluation methods that are fair and inclusive of women.
5.5.3 Maternity. The literature (Hodgetts et al., 1999; Mattis, 2004; Parker, 2009; McGowan
et al., 2012) shows how conventional family roles may harm women’s companies. Women’s
careers are hindered by the patriarchal division of labour, which places more emphasis on
women caring for children and the home (Bradley, 2012; Jaim, 2022):
I recently gave birth to my child, and the limited number of maternity leaves affected my recovery
from childbirth and [. . .] my bonding with my newborn child[. . .] joining my organisation after six
months of maternity leave was challenging to advance in my career, affecting my promotion and
increments[. . .]. excluded from many important projects of which I was part of [. . .]. My co-
workers often neglected my presence, and I faced negative attitudes from my colleagues and
superiors during pregnancy.
The respondent’s story highlights the need to implement generous maternity leave policies,
create welcoming workplaces and combat prejudice to advance work-life harmony and
gender parity.
5.5.4 Selection and evaluation based on masculinity
I was often neglected with opportunities to challenge and high-profile posts. Many evaluation
criteria favour men, which restricts me from scoring good points in evaluations, affecting my
promotion. I feel that the assessments are biased. When I committed a mistake, I was judged
harshly as my male colleague who committed a similar mistake received more leniency.
Wickramasinghe (2023) notes that it is crucial to understand compensation methods and

prioritise employee satisfaction. Implementing this approach facilitates the establishment of
equitable conditions, encourages the integration of varied individuals and empowers a wide
range of skills, cultivating a just and harmonious work environment that benefits all
stakeholders. It brings to light gender bias in opportunities, assessments and treatment in
the workplace, making it necessary to implement objective and fair policies to create
gender equality and inclusiveness.

5.5.5 Leadership
At many points, leadership roles such as dominance, assertiveness and competitiveness are
often associated with masculinity. The number of women in leadership roles is limited in the
organisation. This can make it challenging for aspiring women leaders to envision themselves. I
was undermined with confidence when I lacked support and recognition from superiors because
most of them undervalued my leadership qualities because of the gender stereotypes assigned
to women.
The events brought attention to how gender stereotypes limit the growth of women in
leadership positions (Van der Boon, 2003). Empowering aspiring female leaders and
fostering gender diversity in businesses may be accomplished by eliminating prejudice and
promoting inclusive leadership attributes.
5.5.6 Training and development. It sheds light on the gender gap in access to training
opportunities, which impedes the professional advancement of women and restricts how
they may use the skills they have obtained:
Women in my organisation have less access to training programs and skills-developing
workshops than our male colleagues. This hinders our ability to aspire for higher level jobs, often
restricted to attending such training programs, [. . .] women in our firm are still assigned work
confined to traditional roles and are not given a chance to apply the new skills we acquired.
Taking action to address this problem is very necessary to advance gender equality, enable
women to occupy higher-level responsibilities and cultivate a workforce that is both
inclusive and varied (Wu, 2022; Kuknor and Kumar, 2023).
5.6 Gender and inclusion
5.6.1 Gender and inclusion policies in the organisation

I prioritise the development of inclusive gender and diversity policies based on direct
experience. I advocate for provisions that promote work-life balance, flexible working
arrangements, and gender-balanced opportunities by actively listening to and interacting with
employees from diverse backgrounds. Emphasising inclusivity creates a more progressive and
harmonious workplace for everyone.
From the above response, organisations need to promote the importance of gender and
diversity policies based on direct experiences. By engaging with employees from various
backgrounds and advocating for provisions such as work-life balance and gender-
balanced opportunities, organisations need to cultivate a progressive and harmonious
workplace that benefits all individuals:
As the Diversity Officer, I have heard from several women worried about potential breaches of
the company’s Gender and Inclusion rules. The misconceptions are the result of bigotry against
women, a lack of opportunity, and weak support structures that prevent them from reaching their
full potential at work. Taking care of these concerns is critical for fostering policy adherence and
a welcoming work environment.
The officer agrees to the women’s concerns in the organisation, and when women report
possible violations of gender and inclusion policies, it is crucial to address their concerns.
Policy adherence and creating a friendly work environment suited to the full potential of
female workers will result from overcoming stereotypes, discrimination, lack of opportunity
and inadequate support systems.
5.6.2 Gender and leadership commitment
As a chief diversity officer, the importance of “Gender and Leadership Commitment” cannot be
overstated. When a company’s leadership reflects its diverse workforce, it creates an
environment where everyone feels valued and respected.

As an official promoting diversity and inclusion, I value your concerns. There has to be
immediate action taken if any workers, particularly women, believe that the “Gender and
leadership commitment” is being breached. I will look into it, fix the problems, and do everything
possible to make it a place where everyone feels welcome and safe.
The respondent agrees with the cavity and focuses on the importance of “Gender and
Leadership Commitment” in creating a diverse and welcoming work environment.
Creating a safe and inclusive workplace, particularly for women, requires rapid action
to address complaints and appoint a diverse leadership team that appreciates and
respects its workers. The promotion of diversity and inclusion requires immediate
action.
5.6.3 Diversity and inclusion training

Diversity and inclusion training has made a significant difference in my workplace. It helps build
a more conscious and compassionate environment where all workers feel respected and
appreciated.
As an official promoting diversity and inclusion, I value this feedback. There can be no genuinely
inclusive and equitable learning environment if women on maternity leave and other workers feel
overlooked or detect prejudice in Diversity and Inclusion training. Fostering an environment
where all workers feel respected and encouraged is impossible without a commitment to
constant development.
The diversity and inclusion officer acknowledges the role that training in diversity and
inclusion can play in creating a more self-aware and caring workplace. It is critical to hear
people’s thoughts on including employees on maternity leave and combat bias to make
constant improvements. A dedication to ongoing improvement is crucial for making the
classroom welcoming and safe for all students.
5.6.4 Equal opportunity for development

Our company is committed to ensuring that all of its workers can advance in their careers by
introducing progressive policies, supportive mentorship schemes and educational opportunities.
I understand that discrimination and equal opportunity for development breaches are possible.
Continuous evaluation, training and a dedication to building a fair and inclusive workplace for all
workers are essential for identifying and fixing these problems.
The male officer highlights the company’s dedication to helping its employees grow
professionally via innovative programs, mentoring and training. Continuous review and
training are critical to maintaining a fair and inclusive workplace where discrimination and
unfair opportunities are not tolerated. A focused approach increases the likelihood of these
problems being identified and fixed, leading to a more positive and encouraging workplace
for everyone.
6. Discussion
Our research study has uncovered important insights that could be of great value to theory,
practice and policymaking. Specifically, we have focused on the Asian community, where
“Diversity” and “Inclusiveness” have proved particularly challenging for local and
multinational organisations. By examining this topic in detail, we have identified several key
factors contributing to successful diversity and inclusiveness initiatives and highlighted
some common pitfalls organisations should avoid. Ultimately, our study aims to provide a
roadmap for organisations seeking to create a more diverse and inclusive workplace
culture, and we believe that our findings will be of significant interest to a wide range of
stakeholders in this area. In the next, we discuss the theoretical contributions of our study.

6.1 Implications for theory
The study highlights the difficulties patriarchal societies face in promoting diversity and
inclusiveness in the workplace. The patriarchal mindset often results in a lack of gender,
racial and cultural diversity in the workforce, which can cause various problems such as
discrimination, harassment and unequal opportunities. The study suggests that overcoming
these challenges requires a concerted effort from all stakeholders, including employers,
employees and policymakers. Implementing policies and programs that encourage
diversity and inclusiveness, such as equal pay, flexible work hours and training on
unconscious bias, is crucial. By creating a culture of diversity and inclusiveness, patriarchal
societies can benefit from a more diverse and talented workforce, positively impacting
productivity, innovation and employee satisfaction. The research carries valuable insights
that can contribute to advancing the diversity and inclusion theory of change (Gagnon et al.,
2022) in two ways. By exploring the nuances of diversity and the factors that impact
inclusion, the study sheds light on how diverse perspectives, cultures and experiences can
be integrated and valued in different settings. The findings of this research can help
organisations and individuals better understand how to foster a more inclusive environment
where everyone feels valued and empowered to contribute their unique perspectives and
talents. The propositions we have put forth have proven instrumental in furthering the
cognitive diversity hypothesis (Van der Vegt and Janssen, 2003; Dahlin et al., 2005). This
proposition posits that having a diverse range of perspectives and approaches to problem-
solving leads to more effective and innovative solutions. Our propositions have helped to
provide evidence supporting this hypothesis, highlighting the benefits of having a diverse
team with varied backgrounds and ways of thinking. By acknowledging and embracing
cognitive diversity, organisations can foster a culture of creativity and inclusivity, ultimately
leading to tremendous success and growth. In addition to our primary findings, it is worth
noting that our study provides some valuable insights into feminist leadership theories.
These insights may be helpful for scholars, practitioners and policymakers interested in
exploring new leadership approaches grounded in feminist principles (Morley and Lund,
2021). Specifically, our study highlights the importance of inclusivity, collaboration and
empathy in feminist leadership and suggests that these values can help leaders build more
effective, sustainable and equitable organisations (Fitzsimmons and Callan, 2020). Overall,
our findings indicate that feminist leadership theories have much to offer to the broader field
of leadership studies, and we hope that our work will contribute to further research and
development in this area. Through our research, we have obtained significant insights into
SIT, a crucial concept in social psychology. Our findings suggest that this theory could
serve as a valuable framework for addressing diversity and inclusivity issues, specifically in
Asia. Understanding how social identity influences behaviour and attitudes, we can develop
strategies that create a more inclusive environment and promote greater understanding and
respect for different cultures and identities. This is particularly relevant in the Asian context,
where diversity is a significant challenge that requires a nuanced and culturally sensitive
approach. Our research has highlighted the importance of considering social identity in any
efforts to promote diversity and inclusivity, and we believe that these insights can inform
future research and policy initiatives in this area (Davis et al., 2019).
6. 2 Implications for practice

In today’s globalised world, diversity and inclusiveness are becoming increasingly
important for organisations. HR managers are often tasked with addressing these
challenges but may not know where to start. Our study offers valuable insights that can help
HR managers tackle these issues effectively. We explore various dimensions of diversity,
how they impact organisations and strategies for creating a more inclusive workplace
culture. By implementing these strategies, HR managers can create a more diverse and
inclusive workforce, leading to improved performance, innovation and employee

engagement. Furthermore, our research has uncovered significant insights that could
benefit global firms operating in Asian countries. One major challenge such companies face
is the lack of diversity and inclusivity in the workplace, especially regarding gender. Despite
efforts to promote gender equality, female colleagues often do not receive equal treatment
or opportunities compared to their male counterparts. This disparity can lead to a
considerable loss of talent and potential within the organisation. Our findings highlight the
need for companies to implement targeted policies and practices that address gender
inequality in the workplace and promote a culture of inclusivity. By doing so, they stand to
benefit from a more diverse and talented workforce and contribute to a more equitable and
just society.
6.3 Limitations of the study and future research directions

Despite our considerable effort, we acknowledge that our study has limitations that need
further attention. These limitations may give valuable insights for future research studies that
use a more comprehensive approach to uncover hidden insights. One of the limitations of our
study is that we did not use triangulation in our research findings. Triangulation is a technique
used to verify the validity and reliability of research findings through multiple sources and
methods. The lack of triangulation in our study may have compromised the validity and
reliability of our research findings. We recommend future studies use triangulation to ensure
the accuracy of their findings. In addition, we suggest that a more comprehensive approach to
data collection and analysis may also be helpful in overcoming our study’s limitations and
generating more accurate and reliable research findings.
Our study involved interviews with participants from several Asian countries, including India,
Bangladesh, Sri Lanka, Malaysia, Nepal and the UAE. While these countries share some
similarities, it’s essential to recognise that their cultures are distinct. Furthermore, some
religious practices in these countries may not provide equal opportunities for both genders
to participate. In such cases, it is challenging to draw in-depth insights into an
organisation’s challenges in achieving diversity and inclusiveness in the workplace. As we
move forward, conducting comprehensive studies on organisations operating in each of
these countries would be prudent. By performing such studies, we can better understand
the various factors impacting these organisations, including the economic, political and
social factors specific to each country. By comparing the results of these studies, we can
draw valuable insights regarding the similarities and differences between organisations in
different countries. This can help us develop more effective strategies tailored to
organisations’ unique needs and challenges in implementing diversity and inclusiveness
operating in different parts of the world. The study is aimed at achieving greater diversity
and inclusivity in organisations. However, it has come to our attention that LGBTQ
individuals may not be adequately represented in the research due to cultural taboos in
Asian countries (Vohra et al., 2015; Kincaid and Smith, 2021). Therefore, we believe the
study needs to be further extended to accommodate the LGBTQ community, as it is
essential to ensure that all voices are heard. Moreover, given the social stigma attached to
discussing LGBTQ issues in some Asian countries, it is vital to understand the difficulties
that organisations in these regions face (Welbourne et al., 2017). By doing so, we can
identify the barriers to achieving diversity and inclusiveness and find ways to overcome
them.
Therefore, we recommend further research to explore this topic in more detail. This could
involve conducting surveys, interviews and focus groups with LGBTQ individuals and
organisations in Asian countries to gain insights into their experiences. By doing this, we
can gain a more comprehensive understanding of their challenges and take steps to
address them.

7. Conclusion
Over the past few years, there have been some positive developments about diversity and
inclusion practices in Asian areas. While it is true that gender equality has been the driving
force behind this movement, many fields now recognise the importance of welcoming
individuals from diverse backgrounds, beliefs and identities. However, despite these
advancements, Asian businesses still need to adopt diversity and inclusion fully and
leverage their benefits. Several factors contribute to this conflict. One of the primary reasons
is cultural norms. Different cultures may have varying beliefs and practices, which can make
it challenging for businesses to adopt policies and practices that are inclusive of everyone.
In addition, inadequate training and lack of leadership commitment can play a role in the
lack of diversity and inclusion in the workplace. To overcome these obstacles, businesses
should establish comprehensive diversity and inclusion policies and inclusive HR practices.
This can be achieved by creating an organisational culture of transparency, respect and
empathy. Studies have shown that these interventions are necessary to leverage a
company’s talent pool and increase productivity fully.
Moreover, creating diversity and inclusion training programs that consider Asia’s unique
cultural settings is crucial. These programs can promote awareness, empathy and
examination of prejudice. They can also help employees understand and respect the
cultural differences of their colleagues. Supporting partnerships with external diversity
groups and networks can also provide valuable insights and best practices for creating a
welcoming workplace for everyone. By collaborating with these groups, businesses can
better understand the challenges faced by individuals from diverse backgrounds and learn
how to create a safe and welcoming environment for everyone.
Lastly, businesses should regularly measure and track diversity and inclusion indicators to
assess their performance and make necessary adjustments. This can be done by conducting
surveys or using metrics such as employee turnover rates or promotion rates. By encouraging
employees to express their unique perspectives and ideas in a safe and welcoming work
environment, Asian companies can gain a competitive edge in the global market.
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Corresponding author
Akriti Chaubey can be contacted at: [email protected]
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The saga of struggling diversity in the

21st century: a qualitative study

Abstract Akriti Chaubey and

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2.2 Inclusion perspectives in Asian region organisations

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2.3 Diversity theories

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3.2 Demographic profile of the participants

Figure 1 Demographic details of the respondents

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4.2 Cluster analysis

Figure 2 Cluster analysis of diversity and inclusion

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Figure 3 Word cloud

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Table 1 Word frequency

Diversity 12 305 1.95

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5.1 Gender versus organisation policies

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5.2 Gender versus human resource policies

5.3 Perception about patriarchal hegemony

According to the respondent’s perspective, patriarchal hegemony is prevalent in

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5.4 Perception about inclusion in decision-making

5.5 Feminism and human resource policies

5.5.1 Job evaluation

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Wickramasinghe (2023) notes that it is crucial to understand compensation methods and

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5.6 Gender and inclusion

5.6.1 Gender and inclusion policies in the organisation

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5.6.3 Diversity and inclusion training

5.6.4 Equal opportunity for development

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6. 2 Implications for practice

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6.3 Limitations of the study and future research directions

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