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Perceived inclusion refers to employees’ perception of their inclusion status in the workplace. This concept offers a new perspective to understand employees’ experiences within today’s complex working environment. However, research on how perceived inclusion influences employee behavior is lacking. The purpose of this paper is to explore the mechanism of perceived inclusion through the lens of the social exchange perspective and role identity theory.

Survey data were collected from 257 employees and 60 supervisors in a manufacturing company. Multi-level structural equation modeling and the Monte Carlo method were applied to test the mediation effect.

The results indicated that employees’ perceived inclusion was positively associated with job role and innovator role performance through the mediation of organizational commitment. Perceived inclusion was also directly associated with team role performance.

This is the first study to empirically examine perceived inclusion in the workplace from the social exchange and role identity perspective. It revealed that perceived inclusion fosters employees’ commitment toward the organization, which in turn influences their work-role behaviors. Theoretical contributions and practical implications are discussed.

This paper aims to apply and integrate the existing literature of inclusion to develop a multi-level theory of organizational inclusion for the more and more diverse workforce.

This paper first analyzes the issue of workforce diversity in China, and then reviews the concept of organizational inclusion. After that, this paper develops a multi-level model of organizational inclusion catering to Chinese diversity issue.

This paper outlines a series of propositions on how organizational, group, interpersonal and individual factors affect inclusion at both organizational and individual levels, and the consequences of inclusion in the workplace.

This paper is the first research to discuss the inclusion management in Chinese context. This paper proposes a multi-level theoretical model of organizational inclusion to guide empirical studies on the integration of the diversity in workplace in China.

The purpose of this paper is to adopt a collective perspective in the study of entrepreneurial decision-making processes and empirically analyse the ways in which social relationships between family members can shape their collective entrepreneurial decision-making behaviour (ED).

This paper considers the family social capital (FSC) in inducing overall conformity to the focal family member's decision to exploit an opportunity. In terms of the seminal construct of social capital, the authors propose three FSC dimensions that can be used to induce conformity: structural, relational and cognitive dimensions. Then, the authors design questionnaires to collect data pertaining to the relationships between the family members' ED and the FSC. Finally, the authors collect 152 valid questionnaires from Chinese family firms.

The data analysis consists of two parts. The first section of this paper analyses conformity by testing the discriminant validity of models. Regression analysis is then used to test the relationship between family members' ED and the FSC. Significant relationships between the cognitive dimension of FSC and the entrepreneur's decision-making are found.

The research contributes towards academic literature concerning both entrepreneurship and social capital. On the one hand, this paper is one of the rare pieces of entrepreneurial research that responds to the call for the study of entrepreneurship from a collective perspective. On the other hand, our study quantitatively tests the impact of FSC at a multidimensional level. It provides conclusions regarding the social influence of other family members and provides insights into social capital by studying entrepreneurship from a social/community perspective.