Understanding gender diversity and inclusion in multinational companies

A power-laden model

Bibliographic Data

ID21878428
AuthorsQijie Xiao (0009-0007-8322-7583, Monash Health), Anton Klarin (0000-0002-5597-4027, Curtin University), Weize Huang (0000-0003-0016-7014, Xi’an Jiaotong-Liverpool University)
Year2026
Pages1-21
Publication date2026-06-30
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueCross Cultural & Strategic Management (JOURNAL)
Journal identifiersISSN: 2059-5794 • E-ISSN: 2059-5808
PublisherEmerald (PUBLISHER)
DOI10.1108/ccsm-10-2025-0417
OpenAlexW7166645992
LanguageEN
References cited51

Purpose This study aims to review existing literature on gender diversity and inclusion (GDI) practices in multinational companies (MNCs) and develop a power-laden model to highlight the power dynamics throughout GDI processes in MNCs. Design/methodology/approach The authors followed a structured, transparent and rigorous protocol to systematically review and synthesise 149 academic articles on GDI in MNCs. Findings Drawing on Hardy's (1996) power perspective and Foucault's (1977) “power/knowledge” framework, we analyse the power relations among GDI practices, HRM practices and diverse stakeholders within and outside MNCs. We argue that GDI practices should be an integral component of the HRM system, with continuous and dynamic interactions across various HRM practices. Originality/value This review advances existing understanding of GDI practices in MNCs by emphasising its power-laden nature. We illuminate the mechanisms through which GDI-related power and knowledge are produced and reproduced as internal and external actors engage with one another

Inclusion–exclusion principle · Multinational corporation · Gender Diversity and Inequality · International Business and FDI · International Student and Expatriate Challenges

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Open DOIOpen Access