Abstract
This research paper aims to identify and structure the enablers that promote organisational inclusivity, fostering a workplace that values diversity and inclusion. Using Interpretive Structural Modelling (ISM), the study identifies the following four clusters of enablers: autonomous, linkage, dependent and driving. Furthermore, the research findings suggest that inclusive leadership acts as a key driving factor for promoting inclusivity in the organisation. The study offers practical implications for human resource managers to develop targeted strategies to create an inclusive culture and enhance overall organisational performance by recognising and prioritising the identified enablers.
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