Understanding gender diversity and inclusion in multinational companies: a power-laden model

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.