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Neuroinclusion in Swedish organizations

Eriksson, Anna LU and Savolainen, Ella LU (2026) MGTN59 20261
Department of Business Administration
Abstract
This study explores how organizational culture, organizational learning, and leadership
enable neuroinclusive practices in large Swedish high-technical multinational organizations.
Despite growing interest in neurodiversity in recent years, limited research has examined how
neuroinclusive practices develop and become integrated within organizations. The study
draws on theories of organizational culture, organizational learning, psychological safety,
inclusive leadership, and situational leadership. Empirical data were collected through
semi-structured interviews with middle managers and HR professionals, working in the
high-technology industry in Sweden.
The findings highlight the importance of organizational cultures characterized... (More)
This study explores how organizational culture, organizational learning, and leadership
enable neuroinclusive practices in large Swedish high-technical multinational organizations.
Despite growing interest in neurodiversity in recent years, limited research has examined how
neuroinclusive practices develop and become integrated within organizations. The study
draws on theories of organizational culture, organizational learning, psychological safety,
inclusive leadership, and situational leadership. Empirical data were collected through
semi-structured interviews with middle managers and HR professionals, working in the
high-technology industry in Sweden.
The findings highlight the importance of organizational cultures characterized by openness
and acceptance, where diverse ways of thinking and working are recognized and valued, as
this is crucial for creating enabling conditions for neuroinclusive work. Furthermore, the
results show that neuroinclusion develops through ongoing organizational learning processes,
collective sensemaking, and collaboration between managers, HR, and employees. While
organizational cultures provide an important foundation, neuroinclusive practices still require
continuous learning, adaptation, and organizational support from HR and managers for these
ambitions to be translated into everyday practice and to become integrated across
organizations. The study contributes to existing literature by providing contextualized
insights into how neuroinclusive practices emerge and develop within organizations. (Less)
Please use this url to cite or link to this publication:
author
Eriksson, Anna LU and Savolainen, Ella LU
supervisor
organization
alternative title
A qualitative study on how organizational culture and middle managers’ leadership enable neuroinclusive practices in the high-technological industry
course
MGTN59 20261
year
type
H1 - Master's Degree (One Year)
subject
keywords
Neuroinclusion, Neurodiversity, Organizational Culture, Organizational Learning, Psychological Safety, Leadership, Inclusive Leadership, Human Resource Management (HRM), Collective Sensemaking, Multinational Firms
language
English
id
9247321
date added to LUP
2026-07-27 10:42:19
date last changed
2026-07-27 10:42:19
@misc{9247321,
  abstract     = {{This study explores how organizational culture, organizational learning, and leadership
enable neuroinclusive practices in large Swedish high-technical multinational organizations.
Despite growing interest in neurodiversity in recent years, limited research has examined how
neuroinclusive practices develop and become integrated within organizations. The study
draws on theories of organizational culture, organizational learning, psychological safety,
inclusive leadership, and situational leadership. Empirical data were collected through
semi-structured interviews with middle managers and HR professionals, working in the
high-technology industry in Sweden.
The findings highlight the importance of organizational cultures characterized by openness
and acceptance, where diverse ways of thinking and working are recognized and valued, as
this is crucial for creating enabling conditions for neuroinclusive work. Furthermore, the
results show that neuroinclusion develops through ongoing organizational learning processes,
collective sensemaking, and collaboration between managers, HR, and employees. While
organizational cultures provide an important foundation, neuroinclusive practices still require
continuous learning, adaptation, and organizational support from HR and managers for these
ambitions to be translated into everyday practice and to become integrated across
organizations. The study contributes to existing literature by providing contextualized
insights into how neuroinclusive practices emerge and develop within organizations.}},
  author       = {{Eriksson, Anna and Savolainen, Ella}},
  language     = {{eng}},
  note         = {{Student Paper}},
  title        = {{Neuroinclusion in Swedish organizations}},
  year         = {{2026}},
}