MODEL OF INCLUSIVE CORPORATE CULTURE BASED ON THE INTERACTION OF CULTURAL FIELDS OF ENTERPRISE PERSONNEL

In today’s business environment, inclusiveness within corporate culture has become a critical element for ensuring organizational effectiveness, enhancing competitiveness, and adapting to a dynamic environment. The relevance of this topic arises from the need to integrate inclusive practices into the strategic management of enterprises, which not only provides ethical benefits but also economic advantages. With the increasing diversity of the workforce, it is crucial to understand how the cultural fields of personnel at different levels interact to create an inclusive environment. This study presents a detailed analysis of various typologies and models of corporate culture, highlighting significant discrepancies in defining the elements and factors that influence inclusiveness. The audit of existing practices revealed that many models fail to account for the complexity and dynamics of interaction between individual employee characteristics, collective dynamics, and management strategies. As a result, organizational practices often lack adequate adaptation to the needs of diverse employee groups. The objective of this research is to develop a model for forming an inclusive corporate culture that integrates different cultural fields at three levels: individual, collective, and organizational. The improved three-level model incorporates a personalized approach that allows the adaptation of inclusive practices to the unique characteristics of each organization. At the individual level, the model emphasizes the importance of considering employees' personal attributes, which influence their perception of diversity. The collective level focuses on communication and leadership’s commitment to inclusive values, creating a supportive environment. The organizational level targets the development of management strategies that enhance cultural diversity. The study’s findings confirm the need for further research on inclusiveness in corporate governance. The results of this work may be useful for managers, HR specialists, researchers, and students interested in implementing inclusive practices in their activities. The proposed model enables organizations to understand and optimize the complex interactions between various cultural factors, positively impacting overall management effectiveness and enterprise development.