2026· International journal of research and scientific innovation· 0 citations
Abstract
This research explores the evolving landscape of Diversity, Equity, and Inclusion (DEI) within the Indian corporate sector, with a particular focus on the perspectives and practices of Human Resource professionals. Against the backdrop of global socio-political shifts—such as the rollback of DEI mandates under the Trump administration in the United States—this study aims to assess how DEI is conceptualized, implemented, and received in the Indian context. The paper begins by defining DEI in the workplace, emphasizing its strategic importance in promoting inclusive cultures and equitable opportunities across diverse workforces. Utilizing a quantitative approach, primary data was collected through structured questionnaires distributed to HR professionals across various sectors. The analysis employed descriptive statistics, Chi-Square tests, and ANOVA to evaluate relationships between organizational type, leadership support, implementation challenges, and anticipated future trends in DEI. Key findings reveal both progressive efforts and significant resistance—particularly toward diverse hiring initiatives—highlighting the complexity of embedding DEI deeply into organizational strategy. The study concludes with practical recommendations for strengthening DEI frameworks in Indian organizations, while also acknowledging the limitations of self-reported data and sample scope. This research contributes to a localized understanding of DEI and offers insights that can inform policy, leadership development, and long-term strategic planning.
This perspective paper aims to examine the recent de-escalation and decline of Diversity, Equity and Inclusion (DEI)/DEIB initiatives in education by analyzing developments under the current U.S. presidency and the past 15 years of the Orbán government in Hungary. By identifying parallels, contextual factors and potential consequences, the paper explores what opportunities remain for educators committed to equity and outlines directions for informed, context-sensitive professional action.
This exploratory study used a mixed-methods approach, drawing primarily on secondary literature from social sciences, political studies and education. US sources included academic publications, social media and news outlets, while Hungarian data came from research reports and scholarly studies. Using qualitative content analysis, this study identified and coded texts related to the decline of DEI/DEIB, compared themes across the two contexts, and integrated insights from our own classroom research and intercultural practice.
The analysis reveals a marked de-escalation of DEI/DEIB in the US, reflected in policy rollbacks, curriculum restrictions, weakened civil rights protections, and a shift toward merit-only frameworks that sideline marginalized groups. Strikingly parallel patterns appear in Hungary, where centralized governance, ideological control, declining educational quality, and growing inequalities illustrate the long-term consequences of dismantling equity infrastructures. Together, the cases highlight how rapid or prolonged anti-DEI measures erode inclusion, mobility and democratic educational values.
The paper highlights ways teachers can respond to the decline of DEI by fostering dialogue, applying critical and cooperative pedagogies, and building inclusive, intercultural classroom practices. It emphasizes teacher agency in creating desegregated and collaborative learning environments, despite restrictive systemic contexts.
The analysis reveals that weakening DEI exacerbates social division, restricts mobility, and erodes democratic values. Strengthening community–school partnerships and collective action is essential to counter exclusionary narratives and support more equitable, cohesive and culturally responsive educational ecosystems.
To the best of the authors’ knowledge, this paper is original in its cross-national comparison of the rapid rollback of DEI in the United States with Hungary’s longer-term, systemic dismantling of equity structures. Linking these two contexts provides a rare, forward-looking warning about potential future trajectories in the US. It offers a unique framework for teacher-driven, cooperative and intercultural responses to counter declining inclusion.
M. Montero-Sieburth, Ferenc Arató· Journal for Multicultural Ed...· 0 citations
This paper explores the evolving role of women in leadership, with a focus on sustainability, inclusion, and human-centered leadership in the Indian context. Drawing on global and regional sources such as the Deloitte Women in the Boardroom (2022) report, the Global Entrepreneurship Monitor (2022), and the European Commission’s Gender Equality Strategy (2020–2025), the study examines structural and cultural barriers that hinder women’s advancement into leadership roles. Concepts like the “glass ceiling” and “sticky floor” are used to frame persistent gender disparities in organizational hierarchies. Using a qualitative methodology, the research analyzes secondary data and global reports to identify leadership traits commonly associated with successful women leaders — including empathy, collaboration, and strategic foresight. The study also highlights the underrepresentation of women in senior roles in India, despite incremental progress in some sectors. The findings suggest that empowering women leaders is not only a matter of equity but a strategic imperative for building resilient and inclusive organizations. The paper concludes by calling for further interdisciplinary research and policy interventions to support diverse leadership pipelines in India.
Kapil Kumar, Shalini Singh, M. Goswami· International Journal For Mu...· 0 citations
ABSTRACT Objective: this article offers an overview of research on racial diversity within organizations, mapping its foundations, tensions, and theoretical horizons. Methods: we analyze the intellectual structure and evolution of the field using an integrative literature review employing mixed methods (scientific mapping and content analysis) on Web of Science data. Results: key findings reveal thematic stratification by journal impact tier, theoretical progression from foundational studies towards dynamic perspectives, performance debates shifting focus to causality and context, and predominantly US-centric collaboration networks. Conclusions: synthesizing the reviewed literature underscores that the organizational impact of racial diversity is not automatic but highly sensitive to the dynamic interplay between managerial approaches, internal organizational factors (e.g., culture, leadership, context), and the external business environment. Effectively managing racial diversity thus requires moving beyond simplistic paradigms towards systemic, context-dependent understandings. This highlights the critical need for tailored organizational strategies and points towards future research investigating these complex, interacting conditions to better harness racial diversity’s potential.
Humberto Reis Santos Santos-Souza, Orlando C. Richard, Pedro Jaime· BAR: Brazilian Administratio...· 0 citations
This paper investigates the impact of Diversity, Equity and Inclusion (DEI) on employee engagement in Saudi private sector using Social Identity Theory and Inclusive Leadership as theoretical lenses. The analysis was done based on survey data of 701 employees with structural equation modeling. Findings indicate that DEI activities have a substantial impact on employees’ feeling of inclusiveness/being treated fairly, and the perception of leadership support to its long timeemployees around the world. The comparative results suggest that cultural value systems are a stronger moderator of the relationships than policies for Saudization; this reflects the greater influence of social norms in comparison to regulatory-based measures. While the research is located in the context of Saudi Arabia’s transformations, it adds to international (DEI) literature by applying theory-building concepts to a non-Western hierarchical policy-driven backdrop. The resultsalso provide pragmatic implications for organizations and policymakers, specifically in the integration of DEI initiatives with Vision 2030 towards increasing female workforce involvement, fostering diversity at leadership positions and promoting sustainable localization.
Agel Fara Alsulami· Journal of Intelligent Decis...· 0 citations
In recent years, organizations operating across different sectors have been facing increasing demands for socially responsible business practices, which also implies the development of inclusive work environments. In an effort to adapt to these changes, many organizations are introducing diversity-oriented training programs. In this paper, research was based on empirical data and examines whether there are differences between private and public organizations in post-socialist countries regarding the implementation of diversity-oriented training. In addition, the analysis explores whether organizational size acts as a moderating factor in this relationship. Overall, the results indicate a low level of diversity training implementation in both sectors. However, performed non-parametric analysis indicates greater engagement and proactivity of organizations operating in the private sector, compared to organizations from the public sector, while the applied hierarchical linear regression showed that the size of the organization does not have a statistically significant moderating effect. The findings suggest that, in the context of developing inclusive and socially responsible human resource management practices, institutional logic is more important than organizational capacities. In addition to presenting the results of the empirical analysis, this paper also provides insights into how diversity-oriented training contributes to organizational adaptability and employee development.
Branka Zolak Poljašević, Simona Šarotar Žižek· APEIRON: a journal for ancie...· 0 citations
Gender diversity and inclusion have become strategic priorities for organizations seeking to enhance innovation, organizational performance, and long-term sustainability. Although women constitute a significant proportion of India's educated workforce, their participation and representation in leadership positions remain disproportionately low due to persistent socio-cultural, organizational, and structural barriers. This study presents a systematic conceptual review of contemporary literature published between 2020 and 2026 to examine the strategic importance of women in Indian organizations and the need for greater gender diversity and inclusion. Drawing upon peer-reviewed journal articles, government publications, industry reports, and policy documents, the review synthesizes evidence on women's workforce participation, leadership representation, workplace inclusion, organizational culture, and diversity management practices within the Indian context, while incorporating relevant global perspectives. The findings reveal that gender-diverse organizations consistently demonstrate improved decision-making, innovation, employee engagement, governance, and financial performance; however, challenges such as unconscious bias, the glass ceiling, unequal career advancement opportunities, pay disparities, and work-life integration continue to impede women's professional growth. The review further highlights the critical role of inclusive leadership, equitable human resource policies, organizational commitment, and supportive public policies in fostering inclusive workplaces. By integrating multidisciplinary perspectives and identifying key research gaps, this study proposes a comprehensive conceptual framework and practical recommendations to assist organizations, HR professionals, and policymakers in advancing gender diversity, strengthening workplace inclusion, and promoting sustainable organizational success in India.
Keywords: Organizational Culture; Human Resource Management; Gender Diversity; Women Leadership; Workplace Inclusion; Indian Organizations; Diversity Management; Gender Equity
D. V. Kumar· International Journal of Eco...· 0 citations
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