Bridging Gaps: Gender and Diversity as Drivers of Organizational Success and Resilience

Dear Colleagues,

In the context of the “polycrisis” experienced in recent years, Diversity, Equity, and Inclusion (DEI) management has evolved from a mere social responsibility goal into a strategic imperative for organizational survival and growth. Recent evidence (Tonoyan & Boudreaux, 2023; Okatta et al., 2024) demonstrates that gender and cognitive diversity are not only matters of equity but fundamental catalysts for disruptive innovation and adaptive capacity within volatile markets and fluid organizations. The management of diversity and gender equality has become a pivotal strategic driver for organizational success and sustainability (Cox & Blake, 1991). Scholarly literature has extensively shown that heterogeneous teams possess a greater capacity for innovation and complex problem-solving due to the variety of perspectives and cognitive approaches they bring (Ely & Thomas, 2001).

However, despite regulatory progress, significant gaps persist: the “glass ceiling,” the gender pay gap, and barriers to intersectional inclusion continue to limit productive and organizational potential. This Special Issue aims to collect contributions that analyze how Diversity Management policies can be effectively integrated into governance strategies to transform diversity into a tangible competitive advantage (Nishii, 2013). DEI has undergone a radical transformation to become a cornerstone of corporate logic. The latest scientific research—particularly regarding gender and cognitive diversity—highlights how these factors are not merely indicators of equity but powerful engines of organizational performance (Rafaqat et al., 2020) and systemic resilience (Duchek et al., 2020).

Diversity as an Accelerator of Success

The link between diversity and organizational success is no longer just a narrative; the true value lies in deep-level diversity, which includes a variety of perspectives, cognitive models, and problem-solving styles. Recent studies (Bogdan et al., 2023) suggest that gender integration acts as a catalyst for value creation through improved Governance and ESG disclosure, as well as disruptive innovation. A variety of perspectives reduces the risk of “groupthink” and fosters creative innovation, allowing firms to identify previously ignored market segments (Tonoyan & Boudreaux, 2023). Furthermore, a genuine climate of inclusion enhances talent retention and engagement, strengthening the sense of belonging. When organizations adopt Socially Inclusive Human Resource Management policies, they observe an increase in organizational commitment and a reinforcement of corporate identity.

The ultimate test for modern organizations is the ability to navigate crisis contexts (polycrisis). In this scenario, diversity acts as a strategic buffer. The success of an organization depends on its flexibility and adaptive capacity. Research by Katsaros (2024) emphasizes that Inclusive Leadership is the necessary bridge to transform diversity into success. Leaders who promote psychological safety allow employees to express divergent ideas without fear, thereby accelerating responses to market changes (Adaptive Performance). Additionally, gender diversity in middle management proved crucial during the pandemic, facilitating more empathetic communication styles and more effective management of hybrid work.

The current challenge is no longer justifying the importance of diversity but implementing it correctly to unlock success. It is not enough to “count people” (demographic diversity); it is necessary to “make people count” through a culture of inclusion. As highlighted by several recent contributions, organizations that bridge gender gaps and promote equity are those that exhibit greater financial stability and a superior ability to thrive amidst uncertainty (Gartzia, 2021, Perrin & Weill, 2022; Shittu et al., 2025).

Motivation for this Special Issue

The objective of this Special Issue is to explore the link between diversity logics and organizational performance in both the public and private sectors. Gender diversity is not an end in itself but a means to enhance innovation and ESG performance. This Special Issue aims to expand on these findings by exploring how inclusive leadership can bridge existing organizational gaps.

We invite contributions that explore, but are not limited to, the following themes:

Leadership and Gender: The impact of female leadership on decision-making processes and organizational innovation.

Inclusion Policies in Public Administration (PA): Challenges and opportunities of diversity management in public sector organizations.

Intersectionality and Organization: How overlapping identities (ethnicity, age, disability) shape work experience and power dynamics.

Work-Life Balance and Productivity: Strategies to reconcile private and professional life as a lever for talent retention.

Impact of Digital Technologies: How AI and remote work influence gender bias and inclusion processes.

Success Indicators: Metrics and models to measure the impact of diversity policies on performance.

Sub-topics

Inclusive leadership models for managing multigenerational and multicultural teams.

The impact of board gender diversity on ESG performance and corporate transparency.

People analytics and AI: inclusive algorithms vs. technological biases in recruitment and talent development.

Gender diversity in middle management as a driver of superior economic performance compared to the Board level alone.

Case studies on public and private organizations: humanizing processes as a response to “Quiet Quitting.”

Intersectionality and career barriers: new metrics to measure genuine inclusion.

References

Bogdan, V., et al. (2023). Gender Diversity and Business Performance Nexus: A Synoptic Panorama Based on Bibliometric Network Analysis. Sustainability.

Duchek, S., Raetze, S., & Scheuch, I. (2020). The role of diversity in organizational resilience: a theoretical framework. Business research, 13(2), 387–423.

Gartzia, L. (2021). Gender equality in business action: A multi-agent change management approach. Sustainability, 13(11), 6209.

Katsaros, K. K. (2024). Gen Z employee adaptive performance: The role of inclusive leadership and workplace happiness. Administrative Sciences, 14(8), 163.

Okatta, C. G., et al. (2024). Enhancing organizational performance through diversity and inclusion initiatives: a meta-analysis. International Journal of Applied Research in Social Sciences.

Omenihu, C. M., et al. (2025). Board Gender Diversity and Environmental, Social, and Governance (ESG) Disclosure in Developed Countries. Administrative Sciences, 15(4), 141.

Perrin, C., & Weill, L. (2022). No man, No cry? Gender equality in access to credit and financial stability. Finance Research Letters, 47, 102694.

Rafaqat, S., Rafaqat, S., Rafaqat, S., & Rafaqat, D. (2022). The impact of workforce diversity on organizational performance: A review. Journal of Economics and Behavioral Studies, 14(2), 39-50.

Shittu, I., Abdul Latiff, A. R., & Baharudin, S. A. (2025). Promoting gender equality during uncertainty: which policies and institutional qualities matter?. International Journal of Social Economics, 52(5), 679–697.

Tonoyan, V., & Olson-Buchanan, J. (2023). Toward a multidimensional and multilevel approach to studying gender diversity in upper echelons and firm innovation. Group & Organization Management. Types of Contributions

We invite researchers and academics to submit empirical studies, systematic literature reviews, or case study analyses that will deepen the understanding of mechanisms through which gender and diversity influence organizational success and resilience.

Conceptual and Empirical Articles: Contributions should present theoretical insights and/or empirical findings based on advanced statistical models (e.g., PLS-SEM, multiple regression analysis, multi-level modeling) to test causal links between organizational diversity and success, as well as through qualitative approaches to discuss in depth the factors that can contribute to the relationship between diversity and organizational success and resilience.

Deep Diversity: Contributions must go beyond “surface-level” diversity to analyze how differences in values, personality, and educational/cognitive backgrounds can create value for the organizations in terms of success and resilience.

Focus on Success Drivers: Submissions must address specific logics related to the impact that gender and diversity policies generate on organizational performance and success.

Practical Implications: Contributions must include a robust section on practical implications for HR managers, CEOs, and policy makers.

Submission Instructions

Authors are requested to initially submit a title proposal and an abstract (200–500 words). Abstracts will be reviewed by the Guest Editors to ensure fit with the Special Issue scope. Full manuscripts will undergo a double-blind peer review.

Abstract Submission Deadline: [1 June, 2026]

Notification of Abstract Acceptance: [15 July, 2026]

Full Manuscript Deadline: [15 October, 2026]

Prof. Dr. Isabella Bonacci
Dr. Danila Scarozza
Dr. Maria Menshikova
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 250 words) can be sent to the Editorial Office for assessment.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-anonymized peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

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• inclusive leadership
• organizational resilience
• diversity, equity and inclusion (DEI)
• ESG performance
• cognitive diversity
• work-life balance
• digital inclusion