Introductory Article – Thematic Issue "Perspectives on Inclusive Management from Both Sides of the Atlantic”

Over the past fifteen years or so, inclusion has enriched and complemented diversity promotion and management practices by providing a more integrative vision of all forms of diversity. Inclusion is a major challenge for organizations, from both a strategic and ecosystemic perspective, as well as from a managerial and societal one (Ferdman & Dean, 2014; Bruna et al., 2018 a,b; Barth, 2018; Cassel et al., 2022). Although there is no universally accepted definition (Chung et al., 2020), inclusion management is increasingly used to refer to all organizational processes and managerial strategies that aim, on the one hand, to strengthen the presence and conditions of individuals from historically marginalized groups or those seeking equity and, on the other hand, to increase organizational effectiveness and cohesion by fully valuing individual differences and making diversity a strategic resource (Oswick & Noon, 2014; Bruna, 2016; Bruna et al., 2018 a; Laïchour & Chanlat, 2020; Adamson et al., 2021). At the same time, inclusion seems to be moving away from a single approach, specific to minority groups, to a focus on activities that promote common interests (Fujimoto et al., 2014) and which, as a result, contribute to social cohesion (in business and society). Studies in this vein most often originate from Anglosphere countries, which are more pioneering than France on these issues (Chanlat et al., 2013) and which remain primarily guided by a focus on marginalized communities or minority groups (Nguyen et al., 2024). In France, since the French Revolution, politicians have consistently defended a universalist conception of citizenship, without ever referring to differences of any kind. In a sense, French republican equality recognizes diversity but only on an abstract level (Renaut, 2009). Consequently, it is risky for companies in France to engage in politically controversial areas. More broadly, we can ask whether this sociohistorical context is a moderating variable for inclusive management practices (Tatli et al., 2012). We may therefore wonder what a "French-style" inclusive management model would look like (Marbot & Nivet, 2013) when compared with the North American model— which is more focused on recognizing inequalities, stereotypes and systemic discrimination against historically marginalized groups. Inclusion brings a new perspective, which differs from diversity by focusing not only on the varied composition of people but also on each person’s place in decision-making processes and organizational culture (Bernstein et al., 2020). It also differs from equity: in addition to addressing systemic issues and injustices, inclusion can be seen as a positive force, a strategic goal or a way for organizations to leverage equity and create a climate of inclusion (Adamson et al., 2021; Combs et al., 2019; Dobusch, 2014; Mor Barak et al., 2016; Nishii, 2014; Sherbin & Ripa, 2017). Thus, inclusion aims to enable each person to perceive him/herself as a member of a group whose "needs for belonging and uniqueness are simultaneously satisfied" (Shore et al., 2018). To avoid the criticism usually levelled at diversity management practices (Köllen, 2021), inclusion in this context should not be reserved for vulnerable or historically marginalized groups (Jonasson, Lauring & Guttormsen, 2018). It is a collective responsibility that involves transforming organizational practices and removing systemic barriers (physical or procedural, visible or invisible, intentional or unintentional) that hinder the participation and contribution of all individuals within organizations across all sectors of activities (Adamson et al., 2021; Brière et al., 2022; Combs et al., 2019; Dobusch, 2014; Mor Barak et al., 2016; Nishii, 2014). The desire to radically transform organizational practices is not without challenges and resistance, particularly when organizations translate their commitments into policies, strategic plans or specific projects (Brière, Béguerie-Goddaert & Stockless, in press; Carcassonne et …