Applying Social Identity Theory to the Fit and Misfit of Autistic People in the Workplace

This chapter applies social identity theory to understand the experiences of fit and misfit among autistic people in the workplace. The authors argue that autism can function as a positive social identity that fosters belonging and well-being within the autistic community, yet it can also generate misfit in neurotypical work environments structured around social norms, communication styles, and organisational practices that marginalise difference. The chapter traces how stigma, disclosure dilemmas, and masking behaviours reflect identity management strategies that autistic employees use to navigate misfit. It explains that while masking may temporarily reduce perceived misfit, it often results in exhaustion and identity strain, whereas disclosure can promote inclusion when organisations provide genuine psychological safety and accommodation. The authors identify emerging neuroinclusive employment practices, including targeted recruitment, flexible performance management, and participatory policy design, as means to enhance fit. However, they caution that some corporate initiatives risk becoming “neurodiversity lite” by adopting inclusion rhetoric without structural change. The chapter concludes that participatory approaches, in which autistic people shape policies and practices, are crucial for moving beyond performative inclusion. By connecting social identity theory with organisational behaviour, the chapter demonstrates how collective identity processes shape the realities of misfit and inclusion at work.