Decolonising the Organisation: A Call to Action

Olatunji David Adekoya (), Hakeem Adeniyi Ajonbadi (), Malgorzata Ciesielska (), Oluwaseun Kolade () and Chima Mordi ()
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Olatunji David Adekoya: Sheffield Hallam University, Sheffield Business School
Hakeem Adeniyi Ajonbadi: University of Doha for Science and Technology, Department of Management
Malgorzata Ciesielska: Sheffield Hallam University, Sheffield Business School
Oluwaseun Kolade: Sheffield Hallam University, Sheffield Business School
Chima Mordi: University of Doha for Science and Technology, Department of Management

Chapter Chapter 14 in Decolonising the Organisation, 2026, pp 319-326 from Springer

Abstract: Abstract This concluding chapter synthesises the key insights and arguments presented throughout the book, urging scholars, practitioners, and policymakers to reconsider how colonial legacies embedded in organisational structures and practices can be deconstructed. It reiterates the urgent need for transformative change, highlighting the limitations of Eurocentric frameworks in addressing systemic inequities in diversity, employee experience, and management practices. The chapter emphasises the importance of reimagining organisations as spaces of equity, inclusivity, and cultural authenticity. Drawing from decolonial theory and practical examples discussed in earlier chapters, it offers a roadmap for fostering organisational environments that integrate Indigenous knowledge systems, amplify marginalised voices, and embrace participatory approaches in management and decision-making.

Keywords: Decolonisation; Modern workplace; Inequalities; Inclusion (search for similar items in EconPapers)
Date: 2026
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DOI: 10.1007/978-3-032-14851-3_14

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