Workforce diversity has become commonplace, yet the mere presence of differences does not ensure equitable participation or equal access to opportunities and decision-making. Research on organizational inclusion has expanded, but what is studied and how it is studied vary across disciplinary fields, leaving a fragmented picture. This article proposes a preliminary conceptual model, CLAR, that treats inclusion as a complex, ongoing process. The components were derived by grouping the processes identified in theoretical and empirical contributions according to the role each plays in producing access, participation, and belonging at the micro, meso, and macro levels. Organizational culture provides the context within which the identified components operate and is, in turn, influenced by them, while inclusive leadership helps activate the functions of these components. Several organizational practices are also recommended. The main contribution is an integrative multi-level model that connects perspectives usually analyzed separately.
- Citation: Onea (Neculăesei), A.-N. (2026). Organizational inclusion as a multi-level process: A conceptual synthesis of access, participation and belonging. Cross-Cultural Management Journal, 28(2), 153–162. https://doi.org/10.70147/c28153162
- Published on: 29 July 2026
- Keywords: Organizational inclusion, diversity management, multi-level model, belongingness, inclusion climate, inclusive leadership
- Pages: 153–162
- Received: 29 May 2026
- Final revision: 12 July 2026
- Accepted: 20 July 2026
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- Doi: https://doi.org/10.70147/c28153162