2026, Vol. 7, Issue 1, Part C

Design/methodology/approach: The study synthesizes secondary evidence from academic research, industry reports, and case studies (2020-2025) and integrates four major theoretical perspectives: Resource-Based View, Social Capital Theory, Knowledge-Based/Innovation Theories, and Stakeholder Theory. Conceptual propositions and a unified framework are developed.

Findings: DEI generates competitive advantage through expanded knowledge resources, strengthened networks, inclusive decision-making, and enhanced stakeholder trust. Leadership commitment, culture, measurement systems, and legal-policy environments moderate these effects.

Practical implications: The model guides leaders and HRD practitioners in embedding DEI into talent systems, strategy, measurement, and culture-building efforts.

Originality/value: The paper reframes DEI as a strategic capability rather than a compliance activity and outlines directions for empirical testing of the proposed model.