Abstract
This paper develops a conceptual model positioning inclusivity as a meta-capability that enhances organisational adaptation in supply-chain settings. Drawing on dynamic-capabilities theory, institutional theory, and behavioural-leadership scholarship, the model explains how gender and cognitive diversity, inclusive leadership behaviours, and psychological safety strengthen the microfoundations of sensing, seizing, and transforming. Inclusivity broadens attentional scope, improves evaluative quality, and supports learning routines that enable organisations to interpret change and reconfigure processes more effectively. The model further proposes that institutional governance structures moderate the extent to which inclusivity becomes embedded, while legitimacy mediates the relationship between inclusive capability and performance. Seven propositions are advanced to guide future empirical examination. The paper contributes to management theory by integrating behavioural, institutional, and strategic perspectives to explain how inclusivity becomes part of adaptive governance, and outlines implications for leadership development, organisational design, and policy interventions in complex supply-chain environments.