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Title: | HR‐Led Co‐Design for Neuroinclusion: A Critical Pragmatist and Sociotechnical Systems Approach to Transforming Neuronormative Organisations |
Authors: | Özbilgin, MF Erbil, C Tekeste, M Gundogdu, N |
Keywords: | critical pragmatism;HR-led co-design;neuroinclusion;process model;sociotechnical systems theory |
Issue Date: | 1-Oct-2025 |
Publisher: | Wiley |
Citation: | Özbilgin, M.F. et al. (2025) 'HR‐Led Co‐Design for Neuroinclusion: A Critical Pragmatist and Sociotechnical Systems Approach to Transforming Neuronormative Organisations', Human Resource Management Journal, 0 (ahead of print), pp. 1 - 13. doi: 10.1111/1748-8583.70018. |
Abstract: | Despite growing interest in neurodiversity in the workplace, most organisational responses remain fragmented, compliance-driven, and disconnected from the lived realities of neurodivergent individuals. This paper addresses the limitations of current approaches by proposing a process model of HR-led co-design for neuroinclusion, grounded in a dual-theoretical framework that combines critical pragmatism and sociotechnical systems (STS) theory. Drawing on an abductive synthesis of literature and practice-based insights, we develop a process model that identifies four interrelated organisational challenges: ignorance and lack of buy-in, legal ambiguity, disclosure dilemmas, and resistance to systemic change. The model offers a set of HR-led co-design interventions and outcomes that centre neurodivergent perspectives in redesigning policies, practices, and organisational systems. Critical pragmatism provides the ethical and epistemological foundation for participatory inquiry and institutional transformation, while STS supports the structural integration of inclusive practices. This paper contributes to HRM theory by repositioning HR as a catalyst for collaborative, recursive, and justice-oriented organisational change. Implications for future research and practice include the need for participatory, cross-contextual, and intersectional studies of neuroinclusion, as well as attention to the design and evaluation of HR systems that enable meaningful co-production. |
Description: | Data Availability Statement: Data sharing not applicable to this article as no datasets were generated or analysed during the current study. |
URI: | https://bura.brunel.ac.uk/handle/2438/32099 |
DOI: | https://doi.org/10.1111/1748-8583.70018 |
ISSN: | 0954-5395 |
Other Identifiers: | ORCiD: Mustafa F Özbilgin https://orcid.org/0000-0002-8672-9534 ORCiD: Cihat Erbil https://orcid.org/0000-0003-0474-7016 ORCiD: Milena Tekeste https://orcid.org/0000-0002-7807-0506 ORCiD: Nur Gundogdu https://orcid.org/0009-0001-4424-8775 |
Appears in Collections: | Brunel Business School Research Papers |
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FullText.pdf | Copyright © 2025 The Author(s). Human Resource Management Journal published by John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution 4.0 International License (https://creativecommons.org/licenses/by/4.0/), which permits use, distribution and reproduction in any medium, provided the original work is properly cited. | 816.76 kB | Adobe PDF | View/Open |
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