This study examines the relationship between diversity management (DM) and employee creativity (EC), with a specific focus on the moderating role of inclusive organizational culture (IOC) among listed firms in Nigeria. Drawing on Social Identity Theory, the Resource-Based View, and the Ability-Motivation-Opportunity (AMO) framework, the study employs an ex post facto research design and a panel regression methodology, using data from 148 firms listed on the Nigerian Exchange (NGX) Group for the period 2011 to 2025. The interaction term (DM × IOC) is constructed to capture the conditional effect of inclusion on the diversity–creativity nexus. At the same time, Gender, Age, and Work Experience are incorporated as control variables alongside firm-level covariates. Findings from the Fixed Effects panel regression reveal that diversity management exerts a positive and statistically significant effect on employee creativity (β = 0.387, p < 0.01). Inclusive organizational culture independently enhances creativity (β = 0.374, p < 0.01), and the interaction term (DM × IOC) produces a significant positive moderating effect (β = 0.213, p < 0.01), indicating that inclusion amplifies the creative returns to diversity management. Among the control variables, Gender and Work Experience are positively significant, while Leverage exerts a negative effect. These findings carry substantial implications for human resource strategists, organizational leaders, and policymakers seeking to unlock the creative potential embedded within Nigeria's diverse workforce. The study contributes to the nascent but growing body of knowledge on diversity-creativity dynamics in Sub-Saharan African organizational contexts.
Onipe Adabenege Yahaya (Thu,) studied this question.