Impact of diversity management on innovative work behavior: mediating role of human resource management and affective commitment

Purpose This paper investigates the effect of diversity management on employees' innovative work behavior (IWB) through human resource management (HRM) and affective commitment (AC). Design/methodology/approach Data were collected from 358 employees of small- and medium-sized enterprises in the Kurdistan Region of Iraq. The hypothesized model has been evaluated using structural equation modeling. Findings Findings suggest that workforce diversity management directly and significantly affected HRM and AC. Furthermore, findings revealed that HRM significantly influenced both employees' IWB and AC, while AC had a significant positive influence on IWB. Moreover, concerning the indirect effects, AC and HRM significantly mediated the relationship between DM and employees' IWB. Research limitations/implications A cross-sectional single source dataset is used to evaluate the hypothesized model. Originality/value Grounded in the social exchange and institutional theories, this research fills the gap in the literature by addressing the “black box” of how workforce DM influences employees' IWB while examining the mediating role of employees' AC and firm HRM policies