Inclusion has become a defining aspiration in modern human resource management. It is embedded in recruitment policies, leadership development strategies, employee engagement programmes, and organisational values. Yet, the institutional standing of inclusion is increasingly precarious. Across sectors and geographies, political retrenchment, economic turbulence, organisational ambivalence, and cultural contestation have converged to destabilise the norms and mechanisms that once sustained inclusive HRM.
This special issue examines the institutional fragility of inclusion—a condition in which inclusion is publicly endorsed but inconsistently enacted, weakly governed, or symbolically maintained in the absence of substantive commitment. In this context, we ask: What becomes of workplace inclusion when its institutional scaffolding weakens, but identity difference endures—embodied, politicised, and inescapable?
We invite theoretical, empirical, and methodological contributions that investigate how identity is constructed, contested, and regulated through HRM systems under conditions of institutional uncertainty. We encourage authors to move beyond static, categorical approaches to identity and instead theorise inclusion as a dynamic process shaped by power, legitimacy, and resistance. This includes examining how HRM practices—such as recruitment, development, performance management, and reward—reify dominant norms, marginalise difference, or function as sites of identity negotiation and contestation.
Contributions grounded in intersectionality and social identity theory are especially welcome, as are those drawing on critical race, feminist, or postcolonial perspectives. We particularly encourage comparative and globally informed studies that examine how inclusion is refracted through diverse institutional logics, legal regimes, and cultural contexts.