Background and Objective: Inclusive Organizational Behavior (Inclusive OB) is an emerging interdisciplinary field that integrates diversity, equity, and inclusion (DEI) principles into the core of organizational behavior theory at individual, group, and organizational levels. This paper aims to provide a comprehensive synthesis of theoretical foundations, dominant models, and empirical evidence in this domain through a systematic literature review.

Methodology: A systematic review following PRISMA protocol was conducted across Scopus, Web of Science, and Google Scholar databases. From 1,342 initial records, 72 peer-reviewed sources published between 2000 and 2024 were retained for final analysis using thematic synthesis and cross-impact evaluation.

Findings: Three dominant theoretical models were identified: Shore et al.'s (2011) Belongingness–Uniqueness framework, Mor Barak's (2022) Inclusive Workplace Ecosystems Model, and Randel et al.'s (2018) Inclusive Leadership Model. Empirical evidence consistently links Inclusive OB to psychological safety, team innovation, employee well-being, and financial performance. Organizations in the top DEI quartile show up to 39% greater likelihood of financial outperformance (McKinsey, 2023).

Conclusion: Genuine organizational inclusion transcends symbolic diversity representation and requires concurrent transformation of leadership behavior, HR policies, and organizational culture. Existing theoretical frameworks provide robust practical roadmaps for organizations navigating this transition. Future research should prioritize longitudinal studies in non-Western contexts and algorithmic bias auditing.