The growing emphasis on diversity, equity, and inclusion (DEI) as a strategic organisational priority has gained global momentum. However, conventional management literature primarily reflects DEI constructs through Western lenses, often overlooking the nuanced realities of non-Western societies. This study addresses this gap by proposing an Indigenous model to extend the DEI framework within the Indian context. Using a mediation model, the research examines how perceived knowledge diversity influences job equity, inclusion, and individual work performance among Indian employees. Data collected from 224 participants indicate significant regression pathways, demonstrating that perceived knowledge diversity positively predicts inclusion (mediator 1) and job equity (mediator 2), both of which contribute to enhanced individual performance. While the study advances DEI scholarship, limitations include its cross-sectional design and focus on a single non-Western setting. Future research should incorporate longitudinal approaches and examine varied cultural contexts to enhance generalisability. The findings hold critical implications for policy and practice, particularly in designing equitable frameworks that are sensitive to cultural diversity. By offering a contextually grounded model, this study enriches existing DEI literature and highlights the organisational benefits of embracing knowledge diversity. It contributes actionable insights for enhancing diversity management practices in culturally distinct environments.