Henley Business School, U. of Reading, United Kingdom, United Kingdom
There is very little research in non-western contexts on what practices make organizations inclusive. There is also limited existing empirical evidence on transfer of diversity and inclusion practices from home to host country in case of MNCs. This study was conducted in multinational subsidiaries with their parent companies headquartered in the US & Europe. Multiple case methodology was used along with semi-structured interviews to measure experiences of organizational diversity and inclusion. The study provided a valuable insight into the transfer of diversity and inclusion practices to MNC subsidiaries and managers' perceptions of diversity and associated organizational initiatives for inclusion management. The findings suggested that workforce diversity is crucial for MNCs global operations but addressing specific cultural biases operating in the local context can be extremely challenging. It also highlighted that what is considered “inclusive” is context based and western-centric models are inadequate in creating inclusive organizations within non-western contexts. Keywords Diversity, Inclusion, MNC, South Asia, Pakistan