Diversity, Equity and Inclusion: New Organizational Alphabets for the Work Pedagogy

Issue Editor: Daniela Dato

Today’s world of work is undergoing profound changes, so much so that Coin has defined it as a "new anthropological laboratory".
Numerous challenges are requiring organizations to rethink themselves in light of new megatrends that open up future perspectives and represent major transitions toward the future of work. Demographic and digital transitions, reskilling and upskilling processes, and new work geographies are just a few of the dynamics deeply impacting how organizations are interpreted, experienced, and managed.
Among these, the challenge of personal and social sustainability invites organizations to redesign themselves around the principles of diversity, equity and inclusion, where gender, cultural and psychological differences represent a key capital of identity to be valued and promoted.
Issues related to equal opportunities, the feminization of work, paternity leave, the inclusion and enhancement of disability as well as cultural and religious differences, and the implementation of age management processes are therefore not emergent disruptions. Rather, they are concrete, lived realities within organizations which, as "living systems," must strive for the full realization of individual and collective histories. They must be capable of identifying new needs to integrate into the vision and mission of future corporate cultures, generating effective long-term retention strategies while fostering models grounded in diversity, equity, and inclusion. In this sense, inclusion is not merely an ethical principle of equality, but a primary, transversal, and strategic competency for navigating the challenges organizations face today.
Unsurprisingly, recent years have seen growing discussion around "DE&I models," where Diversity, Equity, and Inclusion move beyond being mere features of contemporary work or ethical principles, becoming concrete systemic variables for developing innovative human resource management strategies. However, to be truly effective, the application of DE&I models cannot be reduced to superficial fixes designed to manage current emergencies. Instead, it must ground its legitimacy in a solid pedagogical foundation: inclusion cannot be implemented by decree; it is learned, designed, and cultivated through processes of deep organizational learning, the deconstruction of beliefs, the transformation of work cultures, the activation of organizational reflexivity, and targeted, intentional management strategies.

In this context, this issue welcomes theoretical and methodological essays, empirical research, best practices, and case studies in occupational pedagogy related to new organizational models in companies and workplaces—models focused on valuing differences and DE&I frameworks, as well as highlighting the novel role that pedagogical competencies and professions can play within organizations.

All other qualitative evaluations being equal, priority will be given to abstracts submitted by authors affiliated with non-Italian universities and written in a language other than Italian.

 

Deadlines:

Submission of abstracts (only to the e-mail address metis@progedit.com): 1 Dec 2026

Submission of proposals (only via the Journal's OJS platform): 1 Apr 2027

Publication: Jun 2027