Abstract
Neurodiversity is likely present as an ‘invisible’ inequality in most, if not all, multinational corporations (MNCs). The unique characteristics and cultural sensitivities of global operating environments challenge MNCs’ efforts to promote awareness and embed neurodiversity into their cross-border diversity, equity, and inclusion agendas. Drawing from both practitioner and academic sources, we speak to MNCs and their international human resource management leaders by providing concrete guidance for navigating the fostering and advancing of their neurodiversity initiatives, notwithstanding the operating environment. Through our proposed initiatives the strengths and perspectives of neurodivergent employees can be successfully harnessed, leading to improved effectiveness and performance for MNCs.
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