Organizational learning in multinational corporations: a study of global diversity, equity and inclusion practices

Purpose This article examines the organizational learning processes of multinational corporations (MNCs) regarding diversity equality and inclusion (DEI) practices as they aim to implement them across borders. Design/methodology/approach Drawing on 22 semi-structured interviews with managers responsible for DEI in MNCs, we adopt a qualitative inductive research approach. Findings We adopt an organizational learning lens to unpack the continuous learning processes that consist of an interrelated mix of sharing insights, transferring successful practices and adapting initiatives to fit local realities. These processes take place within an entity (intra-organizational), between entities (inter-organizational) and in interaction with external bodies (extra-organizational) taking the form of transactive memory systems and online learning communities to tap into lived experience and local knowledge. Originality/value Our findings contribute to the literature on organizational learning in MNCs and global diversity management by revealing the complex, multi-directional nature of learning processes in implementing global DEI initiatives.