Social identity in the workplace : a multiple case study that explores how social group membership impacts people who identify as neurodivergent in workplaces designed for neurotypical employees.

The modern workplace presents unique challenges for neurodivergent professionals who navigate environments primarily designed around neurotypical needs and expectations. While some organizations recognize the importance of neurodiversity inclusion, many workplaces lack an understanding of how neurodivergent employees experience and manage their professional identities. This study explored how social group membership impacted neurodivergent individuals in workplaces designed for neurotypical employees. Using a qualitative multiple-case study design, this research investigated how neurodivergent professionals navigated their identities through the theoretical lens of social identity theory. The study focused on three key questions: how adults categorized themselves as neurodivergent, how they behaved in response to social comparison, and how workplace inclusion supported positive social identity maintenance. Five professionals who self-identified as neurodivergent, aged 35–64 with 13–42 years of work experience, participated in the study. Data collection spanned six months, incorporating reflective questionnaires, semi-structured interviews, and a focus group. Analysis followed a rigorous five-step approach combining theory-driven deductive coding with inductive analysis to identify emerging patterns across cases. The findings revealed six key themes: (1) identity formation and acceptance as an ongoing journey, (2) balancing strengths and challenges in framing cognitive differences, (3) comparative self-evaluation with neurotypical colleagues, (4) simultaneous in-group connection and out-group contrast, (5) strategic identity management balancing authenticity with adaptation, and (6) childhood experiences shape adult identity. These insights enhance understanding of how neurodivergent professionals balance authenticity with adaptation in the workplace while highlighting specific organizational practices that support or hinder inclusion. This understanding is a foundation for developing more effective workplace inclusion strategies that benefit neurodivergent individuals and their organizations. This research provided actionable recommendations for multiple stakeholders: employers can implement inclusive hiring and accommodation practices; educational institutions can develop transition support programs; advocacy groups can create targeted awareness campaigns; and policymakers can update labor regulations to better support neurodivergent employees.

Name thesis:degree_name

Ed.D.

Level thesis:degree_level

Doctoral

Grantor

Baylor University.

Year dc:date.issued

2025

Author dc:creator

• Miller, Melissa L., 1984-

Advisor dc:contributor.advisor

• Howell, Leanne.

• Neurodiversity in the workplace.
• Social identity theory.
• Workplace inclusion.
• Multiple case study.
• Neurodivergent employees.
• Identity management.
• Professional accommodation.

Statement dc:rights

• Baylor University works are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. Contact libraryquestions@baylor.edu for inquiries about permission.

Language dc:language.iso

en

Handle dc:identifier.uri

https://hdl.handle.net/2104/13770

OAI identifier oai:identifier

oai:baylor-ir.tdl.org:2104/13770