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Article

Managing Neurodiversity in Workplaces: A Review and Future Research Agenda for Sustainable Human Resource Management

by
Ewa Rollnik-Sadowska
1,* and
Violetta Grabińska
2
1
Faculty of Engineering Management, Bialystok University of Technology, 15-351 Białystok, Poland
2
Foreign Language Centre, Bialystok University of Technology, 15-351 Białystok, Poland
*
Author to whom correspondence should be addressed.
Sustainability 2024, 16(15), 6594; https://doi.org/10.3390/su16156594
Submission received: 5 July 2024 / Revised: 29 July 2024 / Accepted: 30 July 2024 / Published: 1 August 2024
(This article belongs to the Section Sustainable Management)
Browse Figures
Review Reports Versions Notes

Abstract

:
This review article explores the scientific literature on managing neurodiversity in workplaces, aiming to identify emerging research directions, gaps, and methods used. A systematic literature review in the hybrid form was implemented, combining bibliometric analysis and structured review. A review of selected social sciences publications from the SCOPUS database was conducted. The literature review reveals a lack of research linking neurodiversity with human capital management. Key findings indicate that neurodivergent individuals contribute unique talents contingent on appropriate management strategies. The research identified in the reviewed literature in the scope of managing neurodiversity in workplaces primarily focuses on four areas: the well-being of individuals with autism, inclusion strategies, employment challenges, and recruitment transformations. The review identified 22 articles addressing the following areas: mental health and quality of life, inclusive workplace designs, psychological perspectives, and human resource practice adaptations. Additional studies cover family relationships, emotional intelligence, and the need for new research approaches, predominantly using qualitative methods. The study concludes that more theories, methods, and contexts are needed to support neurodivergent employees. Future research should develop integrated solutions to enhance employment rates and reduce turnover, using theories like Self-Determination Theory and Universally Designed Synergistic Supervision. Integrating neurodiversity into sustainable human resource management practices can enhance innovation, employee satisfaction, and organizational reputation. Continuous policy improvement is crucial for long-term success and inclusivity.

1. Introduction

Neurodiversity is a notion within which the diversity of human brains and minds is recognized and valued, emphasizing the inherent differences in how people think, learn, and process information. From a management perspective, embracing neurodiversity involves recognizing the strengths and unique abilities of individuals with neurological differences and creating an inclusive work environment that supports the contribution of neurodivergent employees. This concept is gaining increasing attention as organizations seek to foster inclusive and innovative workplaces.
In the context of an aging population and a contracting labor force, the efficacious stewardship of extant labor resources assumes critical importance. Concurrently, prevailing trends indicate a rising prevalence of neurodivergent individuals within the population. Preliminary estimates suggest that upwards of 20% of the global population may manifest conditions associated with neurodivergence [1]. This upsurge in diagnoses pertaining to autism spectrum conditions is concomitant with an increase in the number of individuals diagnosed with autism accessing the labor market. Hyland and Connolly [2] observe that organizations employing neurodivergent personnel frequently surpass their competitors, registering an average of 28% higher revenue alongside superior returns on investment for shareholders. Furthermore, the incorporation of a neurodiverse workforce not only augments the operational efficacy but also enhances the organizational image [3], [4] (pp. 210, 213, 215). Conversely, a deficiency in comprehension and support within workplace environments often culminates in the underemployment of the neurodiverse demographic. Therefore, it is imperative to scrutinize the integration of autistic individuals in the workforce from an organizational standpoint, especially considering the growing challenges faced by employers in effectively recruiting and retaining such talent [5].
Including individuals with neurodiversity in an organization’s workforce aligns with the principles of sustainable Human Resource Management (HRM), specifically within the dimension of socially responsible HRM [6]. In this context, sustainable HRM is characterized as long-lasting oriented conceptual approaches and activities designed to implement socially responsible and economically appropriate recruitment, selection, development, deployment, and release of employees [7]. A critical component of sustainable HRM is fostering a work environment that is inclusive, equitable, and supportive of both employees and the broader community [8]. This entails promoting diversity and inclusion and implementing policies and practices that enhance employee well-being [9].
The significance of this study lies in its comprehensive examination of the current state of research on managing neurodiversity in workplaces. As the global workforce evolves, it is crucial to develop and implement strategies that not only accommodate but also leverage the unique capabilities of neurodivergent individuals. The principal aim of this study is to scrupulously dissect scientific literature pertinent to the management of neurodiversity within workplace environments, with a particular focus on delineating nascent research trajectories and the research methodologies being employed. By synthesizing the current state of knowledge in the field of managing neurodiversity in the workplace, the secondary aims were fulfilled. These include the identification of current research directions and gaps mentioned in the literature, as well as the establishment of directions for future investigation. By doing so, that review paper seeks to contribute to the development of integrated solutions that enhance the employment rates and job satisfaction of neurodivergent individuals, ultimately leading to more innovative and resilient organizations.
This manuscript is meticulously organized as follows: subsequent to this introduction, an expository section delineates the theoretical underpinnings necessary for comprehending the foundational concepts of neurodiversity and its management within organizational contexts. The next section contains the exposition of the selected research methodology employed for this study. Thereafter, a detailed enumeration of the research findings is provided. The culmination of the paper presents the conclusions, encapsulating a summary of the systematic literature review and bibliometric analysis conducted.

2. Literature Review

2.1. Neurodiversity—Origins of the Concept and Statistics

The term “neurodiversity” was created by Australian sociologist Judith Singer in her study on autism, then it was further promoted by US journalist Harvey Blume to refer to the variation in the human brain with regard to learning, sociability, mood, attention, and other mental functions in a nonpathological sense [10,11,12]. The term presented by Judith Singer indicates that the diversity in human cognition should be perceived as a natural phenomenon [13]. It can be defined as any type of cognitive processing or manner of making sense of the world that deviates from “typical” forms of thinking and being [14]. Originally, this term covered only autism spectrum disorders (ASD), but the current perception is much broader and includes, i.e., individuals with attention-deficit hyperactivity disorder (ADHD), dyslexia, dyspraxia, dysgraphia, dyscalculia, Alzheimer’s disease, depression, epilepsy, bipolar disorder, Tourette’s syndrome, autism as well [15]. One more neurodivergent condition, Asperger’s syndrome, previously under distinct classification, now belongs to the wide spectrum of autistic disorders (ASD), as classified by the American Psychiatric Association in their diagnostic and statistical manual of mental disorders (DSM-V). Some sources estimate that up to 20% of the population could have a neurodivergent condition [1].
Autistic spectrum disorder (ASD) seems to be the neurodiverse condition most often discussed in disability research literature, probably because the representation of people with autism is constantly expanding. Statistics vary for the USA and the European Union, but still, the trend is unanimous, and the number of individuals diagnosed with autism is increasing. According to the data from the 2020s, 1 in every 54 children aged eight in the United States may have this disorder [16]. In Europe, 1 in 100 children are diagnosed with autism [17], and it is estimated that 5 million people (0.6%) in the European Union are affected by autism.
At the same time, it is worth pointing out the dynamic increase in the number of autism diagnoses, as in the 1980s, worldwide, only 1 in 2000 children (0.05%) were diagnosed with this condition. In Poland, the number of persons with autism is currently estimated at 45,000, but these data may be inaccurate, as the process of diagnosing autism began in the 1980s, and its specificity was included in the disability assessment system only in 2010. According to data from the Electronic National Disability Adjudication Monitoring System, disability certificates for autism or Asperger’s syndrome account for 20% of all disability certificates issued between 2010 [18] (p. 60) and 2019 [19].

2.2. Neurodiversity in the Labour Market

The increasing number of autism diagnoses is equivalent to the rise in the number of autistic individuals pursuing careers in employment [20]. In the USA, for example, two trends were reported by Morath leading to increased participation of autistic employees entering the workforce: (1) high unemployment rates are forcing some organizations to accept new sources of employees, which benefits autistic individuals as they also become included, (2) more and more autistic individuals are being forced to move into the job market to support themselves as disability benefits become harder to qualify for and obtain [21]. It might be the case in the European Union as well.
Neurodiversity, often referred to as an activist, social movement and an emergent strengths-based social identity as differentiated from the deficit-focused concept of neurological disabilities, fits in very well with the aforementioned employment trends [3]. On the one hand, individuals diagnosed with ASD possess certain impeding characteristics such as being dependent on routines, demonstrating restrictive or repetitive patterns of behavior and interests, having communication and social interaction deficits, and being hyper- or hypoactive depending on the quality and intensity of sensory inputs and finding various environmental stimuli difficult to bear [22]. On the other hand, they may bring unique attributes into jobs that are appreciated by organizations and might give them a competitive advantage, especially if companies decide to adopt a strengths-based approach to autism in the workplace [20]. These unique characteristics are, for example, unusually high attention to detail that some autistic individuals possess, the ability to do cognitively challenging but repetitive work, being trustworthy, honest, and generally manifesting low absenteeism, having extremely powerful and peculiar areas of interest that, if overlapping with a job role, could represent a strong motivator in the work environment [23,24,25]. What is more, other research has observed that subgroups within autism may exhibit exceptionally high levels of intelligence [26].
Some organizations have noticed that innovation is often derived from unique and diverse individuals, so the inclusion of autistic individuals can facilitate creativity and productivity in teams and teamwork [5]. Companies with neurodivergent employees often outperform their competitors, generating an average of 28% higher revenue and greater returns on investment for their shareholders [2]. Moreover, having a neurodiverse workforce in the team also provides an opportunity to improve the image of the organization [4] (pp. 210, 213, 215).
However, a lack of understanding and support in workplaces leads to a neurodiverse workforce being unemployed. Some estimations in the United States report the unemployment/underemployment rate for individuals on the autism spectrum as being greater than 90% [27]. The employment percentage of people with autism in Poland is only 2%, while in the European Union countries, it is around 10%, and its value is also the lowest when compared to the corresponding rate among all people with disabilities in our country [28,29].
The last two decades have noticed a significant change in Poland in the perception of people with disabilities actively participating, alongside the physically or mentally able, in both social life and the labor market. However, the employment rate of people with the right certificate is still only a dozen or so percent, and most managers, representing both private entrepreneurs and public entities, prefer to pay hefty fines for not employing people with disabilities rather than benefit from using their many competencies. The situation of employable people with autism, especially those with Asperger’s syndrome, is particularly difficult [30].

2.3. Managing Neurodiversity in Workplaces—Organizational Barriers and Needs

In spite of the importance of the topic, there is a scarcity of management research on what it means to be autistic in the workplace and what selection of hiring and managing procedures organizations should follow in dealing with autistic individuals [31]. Additionally, much of the research that does exist is dependent on theory originating within literature more applicable to disability research (e.g., [31]). Yet, there exists the need to investigate autism in workplaces from the organizational perspective, especially in view of the increasing number of employers struggling to actively recruit and retain autistic human resources [5].
Organizations need support to overcome job impediments existing for individuals with autism, such as social problems with colleagues and endeavors with job requirements [32]. Management research still knows little about the performance of autistic individuals on different selection methods or their possible reactions to different selection procedures [33,34]. A significant barrier is also the reluctance to disclose. Autistic individuals are often hesitant to reveal their diagnosis to the employer for a variety of reasons, some of them mentioned above, such as (1) lack of understanding on the part of managers and colleagues, (2) risk of becoming an object of discrimination and stigmatization, (3) risk of not being treated equally, (4) risk of their competence being questioned [20]. However, the effort to incorporate a neurodiverse workforce into the job market is still worth making as, disregarding the apparent barriers and high levels of underemployment, there are autistic individuals who are successful in their job roles [20].
Despite limitations, neurodiversity emerges as a hitherto neglected candidate for inclusion in diversity practice, particularly in view of the increasing evidence of organizations already acting toward recognizing such differences alongside more conventional categories of diversity [35].
Neurodivergent human resources have the potential to enrich workplaces with new talent and innovation. Space for further research is examining the option of using the frameworks of Self-Determination Theory (SDT) and Universally Designed Synergistic Supervision (UDSS) for the establishment of an open, creative workplace developing with a solid starting platform, evaluation, and support that prone neurodivergent workforce to bring more diversity, equality, sustainability, inclusion, and justice to the workplace. SDT shows great faith in humanity, presenting people as curious, vital, and self-motivated indicating simultaneously the importance of social contexts as catalyzers enhancing or impeding motivation and personal growth [36].
UDSS considers the application of effective supervision as an opportunity to avoid job dissatisfaction, which might otherwise result from numerous factors such as role ambiguity, role conflict, role orientation, role stress, job burnout, work overload, perceived lost opportunities for goal attainment, lack of chances for professional development and career advancement [37,38]. The quality of the supervision received on the job seems to be crucial for work retention or resignation [39].

3. Materials and Methods

To obtain the aim of the study, a systematic literature review was conducted, which, as noted by Snyder, is appropriate for niche research areas and typically involves a relatively low number of studies (e.g., 40–300) [40]. Both conditions are fulfilled in the case of that study, as the focus is imposed on managing neurodiversity in workplaces, where less than 60 papers indexed in the Scopus database were published up to 2024 (March).
A hybrid approach is adopted to achieve the aim of the paper [41]. This approach combines bibliometric analysis and a structured domain-based literature review on managing neurodiversity in workplaces. The bibliometric analysis was selected as a technique for systematic literature analysis as it allows the assessment of the impact of publications, indicates the elaboration level of the topic in the literature, and aids the recognition of the latest trends [42]. Scopus database was selected as it is one of the most popular bibliographic and abstract databases, which is characterized by high quality of accumulated resources [43,44].
A variety of publications containing references to the phrases: “neurodivers*”, “work*”, and “manag*” was considered, using keywords combined with the Boolean operator (AND). All the terms were searched in the article titles, abstracts, and keywords.
The research process of systematic literature review consisted of five stages (Figure 1).
In the first stage of data collection, 56 publications were identified, including keywords: “neurodivers*”, “work*” and “manag*”.
The second stage covered the analysis of the number of publication dynamics, the identification of the structure of the publication according to the subject area as well as the most productive countries and authors. There were also determined subareas (clusters) of the research themes for the topic of managing neurodiversity in workplaces.
In the third stage, the search criteria were limited to the selected areas, such as: “social sciences” and “business, management and accounting”. As a result, 34 publications were identified for further analysis.
In the fourth stage structured literature review was conducted, covering the frequency analysis of research objectives, topics, and research methods on managing neurodiversity in workplaces in the selected subject areas by detailed screening and reading of 34 papers.
In the last stage, the synthesized findings from the previous stages were interpreted in the context of the research objectives and existing knowledge in the field. This involved drawing connections between different studies, identifying overarching themes or trends, and evaluating the evidence critically [45]. The synthesis process aimed to generate current insights and future research directions on managing neurodiversity in workplaces.
The adapted research procedure allowed for answering the following research questions:
  • What are the research directions and gaps in the topic of managing neurodiversity in workplaces mentioned in the literature?
  • What are future research directions in the field of managing neurodiversity in workplaces with reference to Methodology, Theory, and Contexts?

4. Results

A scarcity of research on managing neurodiversity in workplaces has been recognized in the literature. There were identified only 56 papers in the Scopus database. The first paper on that topic was published in 2015. However, a gradual growth in the number of publications was observed in the analyzed period (Figure 2). A growing interest of researchers in the topic of managing neurodiversity in workplaces was noticed, especially after 2020, which can be connected with the influence of the pandemic period on the labor market and the proliferation of remote work. In earlier years, references to managing neurodiversity in workplaces were sporadic and rather “emerging themes”.
The predominant focus of publications is evident within the realms of business, management and accounting, along with psychology (Figure 3). Positioned thereafter are subject areas encompassing social sciences and medicine.
The primary contributors to the literature on management neurodiversity in workplaces come predominantly from the United States. Following closely are authors from other Anglo-Saxon nations, such as the United Kingdom Australia, as well as from Poland (Figure 4).
Michał T. Tomczak from Gdańsk University of Technology, Poland, emerges as the most prolific author, as depicted in Figure 5.
As part of the bibliometric analysis, the most prevalent keywords concerning the management of neurodiversity in workplaces were identified. The resulting set comprised 22 keywords, with Figure 6 illustrating the most common terms and their interconnections. Notably, key terms such as “neurodiversity”, “autism”, “human”, and “inclusion” emerged prominently within this analysis, demonstrating significant associations with other keywords.
Through a comprehensive keyword analysis, four thematic clusters pertaining to the management of neurodiversity in workplaces have been discerned (Table 1). The first cluster predominantly encompasses all the key elements: the focus on gender (female and male), the subject of autism spectrum disorder, and the related aspects of mental health, quality of life, and well-being in humans. The second cluster centers on human engineering strategies aimed at fostering the inclusion of neurodiverse individuals. The third thematic cluster explores the psychological aspects and challenges of employment for individuals with autism within the workplace setting. Lastly, the fourth cluster examines innovative approaches and best practices in human resource management, focusing on the processes of recruitment and selection.
During the research process pre-final phase, a comprehensive analysis was conducted on 34 selected articles, focusing on their alignment with the research objectives research topic, and employed research methods concerning the management of neurodiversity within workplace environments across designated subject domains (Table A1).
The objectives and contexts of these studies are twofold: exploring the challenges associated with employing neurodivergent individuals and examining their interactions in non-professional settings. Authors predominantly employ qualitative methodologies to investigate these topics. However, their focus leans heavily towards the current state of the field, with a noticeable absence of a future-oriented perspective.

5. Discussion and Conclusions

First and foremost, the topic of a neurodiverse workforce seems to be relatively new in the officially available literature, as most articles were written between 2021 and 2023, 2 of them—in 2015, 2 others—in 2019, and 2 others—in 2020.
The research presented in this paper has been organized in the area of two research questions that examined main research directions and gaps as well as the directions for future investigation. Research on managing neurodiversity in workplaces has primarily focused on four key areas: the well-being of individuals with autism, strategies for fostering inclusion, employment challenges, and the transformation of recruitment and selection processes to better suit neurodivergent individuals. Specifically, the main research directions explored in 22 articles include: 1. Well-being of individuals with autism: investigating mental health and quality of life, particularly with gender-specific insights; 2. Inclusion strategies: developing and assessing inclusive human engineering solutions and workplace designs; 3. Employment challenges: addressing psychological perspectives and workplace adaptation for individuals with autism; 4. Recruitment and selection transformation: highlighting the need to adapt HR practices for better integration of neurodiverse individuals.
Additionally, other articles have delved into family relationships, emotional intelligence, emotional adaptation, parents’ emotional labor, and the necessity for a transformation in research approaches—all within the context of neurodivergent individuals. Qualitative studies have predominantly been used to explore these topics, indicating a need for more varied methodological approaches to gain comprehensive insights.
Research of the existing literature leads to the conclusion that there is certainly scope for more theories, methods, and contexts that could provide neurodivergent individuals with more support in workplaces. The recommendation is to focus future research on developing integrated and comprehensive solutions to the persistent problems faced by neurodivergent individuals in the working environment. These solutions could contribute to a higher employment rate among neurodivergent individuals and reduce neurodivergent staff turnover indices. In the realm of methodologies, the implementation of a foresight approach through expert studies could facilitate a forward-looking orientation toward the research of the future of neurodivergent individuals’ hiring.
The topic of neurodiversity is apparently gaining attention among management currently, but still, the work in this area appears to be largely atheoretical [46]. We, therefore, call for a wider use of theories such as Self-Determination Theory (SDT) and Universally Designed Synergistic Supervision (UDSS) to increase employment among potential neurodiverse workforce and to promote their well-being in workplaces. The prospective implementation of both theories might be justified by the psychology-employment perspectives, as revealed in the third cluster in Table 1. SDT calls for a closer examination of the role of intrinsic motivation in humans as related to three basic psychological needs: autonomy, competence, and relatedness [36]. Neurodivergent individuals can be decidedly examined in these categories as, in reality, it has been proved that they may differ in their social and communication skills and often struggle to have their needs met, but they do not lack motivation [47] (pp. 2–3). UDSS is a natural evolution of Synergistic Supervision supporting the need for more inclusive and equitable workplaces comprising the following components: empathy and allyship, reflexivity, strengths focus, holism, growth orientation, supervisory dyad, and accountability [48].
The adoption of a new approach towards managing neurodiversity in workplaces harnessing both theories could lead not only to an increase in the employment of individuals on the autism spectrum but also influence the improvement of the job performance and enhance the long-term well-being of all employees, both neurodivergent and neurotypical ones.
Integrating neurodiversity into sustainable HRM practices offers substantial benefits, such as enhanced innovation, increased employee satisfaction, and improved organizational reputation. Continuous improvement and adaptability in policies and practices are crucial to meet the evolving needs of the workforce and society, ensuring long-term success and inclusivity.
On one hand, this review article still has some limitations, but on the other hand, these limitations open up new avenues for future research. Namely, although the research on neurodiversity at work is gaining increased and more agitated scholarly attention, the studies exploring the nature of motivation and the value of efficient supervision in the context of work remain limited in scope [49].
Future research should focus on conducting longitudinal studies to evaluate the long-term impact of inclusive practices on organizational performance and employee well-being. There is also a need for more empirical research to refine the integration of neurodiversity into sustainable HRM frameworks, developing evidence-based strategies and best practices. Additionally, assessing the specific impacts of inclusive practices on innovation, productivity, and employee engagement will provide valuable insights for targeted and effective HRM strategies. These research directions will help ensure that management practices are sustainable and ethical and contribute positively to broader societal goals.

Author Contributions

Conceptualization, E.R.-S. and V.G.; methodology, E.R.-S.; software, E.R.-S.; investigation, E.R.-S. and V.G; resources, E.R.-S. and V.G.; writing—original draft preparation, E.R.-S. and V.G.; writing—review and editing, E.R.-S. and V.G.; visualization, E.R.-S.; supervision, E.R.-S.; funding acquisition, E.R.-S. All authors have read and agreed to the published version of the manuscript.

Funding

This research was financed by a subsidy granted to the Faculty of Engineering Management of the Bialystok University of Technology (WZ/WIZ-INZ/3/2023) by the Ministry of Education and Science of the Republic of Poland.

Data Availability Statement

The data used in the paper are extracted from the SCOPUS database.

Conflicts of Interest

The authors declare no conflicts of interest.

Appendix A

Table A1. Research objectives, methodology, and topics in the analyzed articles *.
Table A1. Research objectives, methodology, and topics in the analyzed articles *.
No.ReferencesResearch ObjectiveResearch Topic/ContextsMethodology
1[50]To emphasize the need for CEO adaptability and commitment in the ever-evolving landscape of workplace diversityCEO leadership and its contribution to diversity management-
2[51]To present a multistage theoretical framework for managing neurodiversityAddressing the gap between recognition and lack of theoretical frameworks and empirical research on workplace neurodiversity-
3[52]To understand the lived experiences of dealing with crisis in a remote working environment (based on 11 semi-structured interviews with 9 neurodivergent employees and 2 business professionals)Lack of research on the impact of the COVID-19 crisis on neurominoritiesQualitative study
4[53]To review existing research with respect to how autistic individuals fare for the four facets of emotional intelligenceEmotional intelligence in autistic individualsDescriptive study
5[54]To compare the experiences of
neurodivergent adults undergoing workplace coaching before and during the pandemic		Disability coaching in a pandemicQuantitative study—sample of 409 coachees from the UK
6[55]To demystify the themes and assumptions affecting neurodivergent coachee experiences at workNeurodiversity coaching-
7[56]To explore NDVs’ views about how the recruitment process and HR practices impact their employment relationshipEmployment experience of the neurodiverse and the military veteransQuantitative study (232 people with a medically diagnosed condition surveyed and 21 semi-structured interviews conducted)
8[57]To seek to reframe the pathologized assumption of ADHD in career research and broader society to date.Paradoxical career strengths and successes of ADHD adultsQualitative positive-focused exploration
9[58]To identify additional understudied invisible diversity dimensionsInvisible diversity dimensions in the hospitality industryPrevailing methodologies in hospitality management
10[59]To analyze power-laden tensions in traditional and novel brandings of neurodiversityNeurodiversity brandingCritical discourse analysis
11[60]To compare two families with disabled
and neurodiverse children disproportionately affected by austerity cuts		Access to Special Educational Needs and Disability (SEND)
support services in London, England		Qualitative study
12[61]To examine successful management for autistic employees without applying a priori leadership constructs traditionally found in the literatureEffective management of autistic employees-
13[62]To promote effective and inclusive qualitative research that ensures that the specific needs of neurominorities are taken into account throughout the entire research pathwayHow to conduct qualitative research with neurominoritiesQualitative research
14[48]To explore an open, creative workplace developing neurodivergent talentNeurodivergent individuals perceived as bringing new talent and innovation to the workplace-
15[63]To explore how interactions between clinicians, parents, and children lead to the reformulation of autism diagnosis from disorder to valuable social and cognitive differencesHow clinician–patient interaction and patient age shape the process and meaning of autism diagnosisA conversation analytic approach to data analysis/analysis of video recordings
16[64]To examine the opportunities to create optimal conditions for individuals with autism in the workplaceHow to redesign the work environment to enhance the well-being of individuals with autismQualitative research (21 in-depth interviews)
17[65]To examine employee (manager and coworker) attitudes toward autism employment programsEmployee engagement and commitment to two Australian autism employment programsSurvey
18[66]To examine the ability of corporate law firms to recognize the strengths and develop a type of employment both well suited to autistic strengths and able to make accommodationsInsight into the career paths of autistic professionals in large private practice law firms-
19[67]To explore the current inclusive human resource practices being adopted by neurodiversity champion companiesEnabling neurodiversity in the workplace via inclusive human resource practicesIn-company interviews
20[68]To generate a more nuanced understanding of the impact of accommodation on people with schizophreniaDesign considerations for residents with schizophreniaQualitative research approach
21[69]To analyze the links between the neurodiversity of the workforce and digital transformation at the individual, organizational, and industry levelsNeurodiversity of the workforce and digital transformation: the case of inclusion of autistic workers at the workplacePhenomenology (qualitative approach)
22[4]To examine the disparate views on the neurodiverse workforce: 1/the benefits 2/the difficulty in finding and maintaining employment and to build a reconciling frameworkHow internal and external factors influence autistic employee outcomes and firm performance-
23[70]To examine neurodiversity as a cognitive strength from which leadership derivesReconceptualizing leadership from a neurodiverse perspectiveCritical disability theory
24[20]To explore how autism influences the workplaceAutism in the workplaceConstant comparative method
25[71]To describe how to design environmental conditions (acoustics, lighting, temperature, indoor air quality) that enhance performance by supporting basic physiological needs in the workplace (including designing spaces for neurodiversity)Humanizing the office-
26[72]To explore the relationship between the above-average human capital of highly functioning neurodivergent employees, their subjective well-being in the workplace, and performance outcomesThe well-being of neurodivergent human capital in the workplaceAMO (ability, motivation, and opportunity) framework
27[73]To identify the source of stereotype threat and the neurodivergent response to itStereotype threat anticipation in neurodivergent human capitalAnalysis of brochures, learning sets, and posters
28[74]To examine family relationships within families with neurodiverse kids further complicated by the COVID-19 pandemicCOVID-19 affecting alternative learners and their families-
29[75]To examine how and why parents with children with autism perform emotional workEmotion work of parenting children with autism in Hong KongQualitative data (analysis)
30[76]To explore the school experience of high-functioning autistic teenagers regarding their academic and social inclusionHigh-functioning autistic students speaking about their experience of inclusion in mainstream secondary schools (in France and Quebec)A pragmatic, content analysis-driven approach
31[77]To examine how DXC Technology (IT company) managed to develop disability-inclusive recruitment and selection systems along with work designs and environments that are disability friendlyDXC Technology is looking for neurodiverse talent (adults with high-functioning autism)-
32[78]To present a model of the unique challenges that workers with ASD face in the modern workplaceOvercoming barriers and integrating a neurodiverse workforceA literature review on ASD juxtaposed to evidence-based social psychology and management theories
33[79]To analyze how the introduction of autism into a home and the availability of intervention options change the structure and meaning of a home and reflect parental acceptance of a child’s autistic traitsParental experiences of autism in Kerala, India, and Atlanta, GA USAObservations
34[80]This article examines challenges for human resource management posed by workplace adaptations for individuals with LD (learning disabilities)Neurodiversity and human resource management-
* As not all the papers are open access, not all information is available when only the abstract is provided. Source: author’s work based on Scopus database.

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Figure 1. Stages of systematic literature review. Source: author’s work.
Figure 1. Stages of systematic literature review. Source: author’s work.
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Figure 2. The number of publications, including keywords “neurodivers*”, “work*,” and “manag*” in the Scopus database (2015–2023). Source: author’s work based on Scopus database.
Figure 2. The number of publications, including keywords “neurodivers*”, “work*,” and “manag*” in the Scopus database (2015–2023). Source: author’s work based on Scopus database.
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Figure 3. The number of publications, including keywords “neurodivers*”, “work*,” and “manag*” by subject area in the Scopus database (2015–2023). Source: author’s work based on Scopus database.
Figure 3. The number of publications, including keywords “neurodivers*”, “work*,” and “manag*” by subject area in the Scopus database (2015–2023). Source: author’s work based on Scopus database.
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Figure 4. The most productive countries of authors of publications (at least 2 publications), including keywords “neurodivers*”, “work*”, and “manag*” in the Scopus database (2015–2023). Source: author’s work based on Scopus database.
Figure 4. The most productive countries of authors of publications (at least 2 publications), including keywords “neurodivers*”, “work*”, and “manag*” in the Scopus database (2015–2023). Source: author’s work based on Scopus database.
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Figure 5. The most productive authors of publications (at least 2 publications), including keywords “neurodivers*”, “work*”, and “manag*” in the Scopus database (2015–2023). Source: author’s work based on Scopus database.
Figure 5. The most productive authors of publications (at least 2 publications), including keywords “neurodivers*”, “work*”, and “manag*” in the Scopus database (2015–2023). Source: author’s work based on Scopus database.
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Figure 6. Map of clusters related to the concept of managing neurodiversity in workplaces. Source: author’s work based on Scopus database.
Figure 6. Map of clusters related to the concept of managing neurodiversity in workplaces. Source: author’s work based on Scopus database.
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Table 1. Subareas of the research on managing neurodiversity in workplaces.
Table 1. Subareas of the research on managing neurodiversity in workplaces.
Cluster NumberCluster NameKey Words
1Gender-Specific Mental Health and Quality of Life in Autism Spectrum DisorderArticle, autism spectrum disorder, female, human, male, mental health, quality of life, well-being
2Inclusive Human Engineering and Neurodiversity in Disability StudiesDisability, human engineering, inclusion, neurodiversity
3Psychological Perspectives on Autism and Employment in the WorkplaceAutism, employment, psychology, workplace
4Advanced Strategies in Human Resource Management: Recruitment and SelectionHuman resource management, recruitment, selection
Source: author’s work based on Scopus database.
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Rollnik-Sadowska, E.; Grabińska, V. Managing Neurodiversity in Workplaces: A Review and Future Research Agenda for Sustainable Human Resource Management. Sustainability 2024, 16, 6594. https://doi.org/10.3390/su16156594

AMA Style

Rollnik-Sadowska E, Grabińska V. Managing Neurodiversity in Workplaces: A Review and Future Research Agenda for Sustainable Human Resource Management. Sustainability. 2024; 16(15):6594. https://doi.org/10.3390/su16156594

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Rollnik-Sadowska, Ewa, and Violetta Grabińska. 2024. "Managing Neurodiversity in Workplaces: A Review and Future Research Agenda for Sustainable Human Resource Management" Sustainability 16, no. 15: 6594. https://doi.org/10.3390/su16156594

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