UNLOCKING COGNITIVE DIVERSITY: A KNOWLEDGE-BASED VIEW ON NEURODIVERSITY IN THE WORKPLACE

Abstract

This conceptual paper advances the Knowledge-Based View (KBV) by integrating insights from cognitive science, neurodiversity studies, and strategic management. It argues that neurodiversity—particularly the presence of varied cognitive styles associated with neurological conditions such as autism, dyslexia, and ADHD—offers strategic value in knowledge-intensive contexts. While previous research has often framed neurodivergent individuals through a lens of inclusion or accommodation, this paper repositions cognitive diversity as a productive input in organizational knowledge creation. Drawing on interdisciplinary literature, the proposed model illustrates how neurodiverse cognitive traits contribute to the articulation of tacit knowledge, enrich sensemaking processes, and expand a firm's dynamic capabilities. The paper also critiques the limitations of traditional KBV frameworks that overlook the cognitive and social dimensions of knowledge generation. Practical implications are discussed, including the need for inclusive knowledge systems that unlock the full potential of neurodivergent employees. The paper concludes with recommendations for future research exploring the interplay between cognitive variation, collaboration, and innovation.