Neurodivergent employees, such as those with autism spectrum disorder (ASD), Attention-Deficit/Hyperactivity Disorder (ADHD), and Dyslexia, bring unique viewpoints and capabilities to the workplace. Nevertheless, obstacles frequently impede their integration and success. This research examines the interaction of social networks, job autonomy, and inclusive organizational policies in influencing the workplace experiences and outcomes of neurodivergent employees. Drawing on Optimal Distinctiveness Theory (ODT) and Social Exchange Theory (SET), we assert that neurodivergent employees encounter distinct obstacles in attaining a balance between belonging and differentiation in the workplace social networks, often organized according to neurotypical standards. Although social networks are essential for promoting collaboration and perceived social support, they may unintentionally create exclusivity, allowing dominant groups to monopolize resources and information, so intensifying the marginalization of neurodivergent employees. This research contributes to the literature by challenging the assumption that social networks and job autonomy are inherently advantageous, suggesting that their efficacy is significantly contingent upon circumstance. The practical implications include developing structured mentoring programs, peer-support efforts, and adaptable policies that eliminate exclusivity and promote reciprocal interactions. Keywords: Social networks, Optimal Distinctiveness theory, social exchange theory, inclusive organizational policy.
