Fitting in and holding on: how inclusion drives embeddedness via trust and attachment

Maintaining organizational embeddedness among middle managers remains a challenge in Sri Lanka’s five-star hotel industry due to weak alignment, limited peer relationships, and low perceived sacrifices. Grounded in Social Exchange Theory, this study examines a moderated mediation model using data from 224 middle managers. Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4 was employed for analysis. Findings indicate that perceived workplace inclusion enhances the propensity of organizational embeddedness through interpersonal trust, while employee attachment style acts as a psychological boundary condition. The study offers practical implications for strengthening inclusive HR practices in the hospitality sector.