Abstract:
This dissertation examines the role of organizational inclusion as a foundational element in
fostering sustainable change in workplaces, education, and institutional systems. While diversity efforts are often prioritized, this research argues that without a strong foundation of inclusion, these initiatives may fail to create long-term impact. The Inclusion-Then-Diversity concept is introduced to emphasize that embedding inclusion first leads to more equitable policies, greater workforce retention, and enhanced organizational effectiveness. Using a manuscript-based format, this research explores inclusion across three key areas. Chapter 2 investigates hiring discrimination against Indigenous men with criminal records, highlighting the limitations of conventional fairness-based policies and advocating for culturally responsive hiring practices. Chapter 3 shifts focus to business education, analyzing how inclusive learning environments, particularly through co-curricular initiatives, can enhance student belonging and success. Chapter 4 introduces a framework for sustaining inclusion within organizations, offering a model for embedding inclusive policies into long-term structural change. Collectively, these chapters illustrate that inclusion must be deliberately integrated into policies, institutional cultures, and decision-making processes to create workplaces and educational environments that genuinely support and value all individuals.
This research contributes to the growing discourse on organizational inclusion by providing
empirical and conceptual insights into how inclusion can be effectively operationalized across
different sectors. By prioritizing inclusion before diversity, organizations can cultivate
environments where diverse employees and students not only enter but thrive. The findings have implications for policymakers, business leaders, and educators seeking to build more inclusive and equitable institutions.