An inclusive corporate culture: Examining the visible and invisible levels of disability inclusiveness in two large enterprises

Abstract

This study used Erving Goffman's analytical framework of the visible frontstage versus the invisible backstage aspects of impression management to compare employers' public statements concerning the inclusion of persons with disabilities with actual practice. Information on frontstage image was obtained from the websites and annual reports of two large private companies in Norway, while their backstage practices were revealed through inductive thematic analysis of interviews with companies' employees. Although both companies emphasized their commitment to the inclusion of persons with disabilities in the public domain, the sole 'backstage' activity they undertook was providing work training to people seeking to enter the workforce. Interviewees regarded work training as a good intention, as creating value, and as providing meaningful tasks. However, cases were limited, and trainees had no physical or intellectual disabilities. Thus, the study found a major discrepancy between the companies' frontstage and backstage activities concerning the inclusion of persons with disabilities.

Building, sustaining and growing: disability inclusion in business

“…Answers about which, if and how these practices are enacted remain elusive (Dennissen et al , 2019; Thanem, 2008). Better understanding of such practices can help replicate successful ventures and enhance transparency about what organizations are doing to include people with disabilities in the workforce (Kuznetsova, 2016). Limited information exists about how businesses encourage the hiring, retention and promotion of people with disabilities.…”