Strategic Human Capital and the Organizational Value of Neurodiversity
A systematic review reveals how neurodivergent talent transforms into sustainable organizational human capital.
1Shifting Focus to Strategic Value
Human resource management research is moving beyond ethical inclusion toward understanding the strategic benefits of neurodiversity. By analyzing 88 distinct studies, this review highlights a transition in academic discourse. The primary objective is to evaluate how neurodivergent individual capacities translate into tangible organizational human capital resources within modern corporate environments.
2Limited Empirical Evidence Found
Despite growing interest, empirical evidence regarding neurodiversity at the organizational level remains both limited and uneven. Most existing literature focuses on individual experiences rather than systemic outcomes. This systematic review identifies a significant gap in quantitative data, suggesting that current research has yet to fully substantiate the organizational-level value proposition.
3The Emergence Perspective Framework
The study introduces an extended emergence perspective to explain how neurodivergent talent creates value. This framework outlines three critical stages: recognition, creation, and realization. These processes are essential for transforming individual neurodivergent traits into collective human capital. Understanding these mechanisms allows organizations to better leverage diverse cognitive capacities for strategic advantage.
4Need for Quantitative Research
Future research agendas must prioritize quantitative studies to assess organizational-level outcomes effectively. Current literature lacks the robust data necessary to measure the specific impact of neurodiversity on firm performance. By shifting toward empirical metrics, researchers can provide clearer evidence for the strategic integration of neurodivergent professionals into broader human capital strategies.
5Qualitative Insights into Processes
Beyond quantitative metrics, there is a pressing need for qualitative research to unpack the emergence processes. These studies should focus on how organizational conditions facilitate or hinder the realization of neurodivergent potential. Unpacking these complex social dynamics is crucial for developing practical management strategies that foster long-term organizational growth and innovation.
6Strategic Human Capital Theory
This paper contributes to strategic human capital theory by offering a structured framework for understanding value emergence. It positions neurodiversity as a highly informative context for examining how human capital is formed. By analyzing these conditions, the research provides a new lens for evaluating how diverse cognitive profiles contribute to firm-level success.
7Transforming Individual Capacities
The transformation of individual neurodivergent capacities into organizational resources is not automatic. It requires specific organizational processes that recognize and nurture unique cognitive strengths. The research emphasizes that the realization of this value depends on how firms structure their internal environments to support the integration of diverse human capital assets.
8Future Research Agenda Implications
The proposed research agenda calls for a more rigorous approach to studying neurodiversity within HRM. By bridging the gap between individual inclusion and organizational strategy, firms can better align their talent management practices. This systematic review serves as a foundational guide for future investigations into the strategic importance of neurodivergent human capital.