This study unravels the effects of multi-level organisational factors on inclusive innovation (II) and further explores the mediating effect of psychological safety (PS) in the process. Empirical data were collected using a completely structured questionnaire survey including 404 managerial-level personnel from different manufacturing, service, and technology-oriented firms in Bangladesh. Subsequently, the data were analysed utilising SPSS and AMOS software packages. The empirical findings indicate that inclusive personality (IP) and inclusive leadership (IL) have favourable effects on the employees’ PS. Furthermore, IP, inclusive behaviour (IB), IL, and inclusive top management (ITM) in conjunction with PS directly affect II. Moreover, PS has a vital mediating function in connecting IP and IL with II. The existing framework offers learning organisations and their managers a collection of policy guidelines and a learning repository for establishing and executing II practices inside their environments.
Amin et al. (Sun,) studied this question.