Management practice and disability: an embodied perspective

Abstract

In organizational research, disability is most often treated as a hindrance for performance. One of the barriers to the employment of disabled people is the perceived extra costs related to adaptation of the physical work environment and reduced efficiency. This paper argues for a view on disability as a productive resource within organizations. More specifically, the paper explores how disability informs and affects management practices. In order to accomplish this aim, three in-depth interviews with disabled managers in three different Swedish companies have been conducted. The findings show that the lived experiences of disability impregnate management practices in many various ways, leading to: Creativity, innovation and problem-solving skills; Diversity promotion; Positive energy, humbleness and a holistic view on employees; Focus on well-being in the workplace, and Increased delegation skills and establishment of an empowering culture.

Constructing positive identities in ableist workplaces: Disabled employees’ discursive practices engaging with the discourse of lower productivity

“…The studies that do (e.g. Brown et al, 2009; Gupta, 2012; Kim and Williams, 2012; Roulstone and Williams, 2013; Värlander, 2012; Vick, 2012), approach their narratives as entry points into their workplace experiences rather than as ways to engage with powerful discourses. As the individual sense-making remains disconnected from hegemonic, macro-level discourses reproducing ableism, this approach fails to shed light on the key role of the own identity work of disabled individuals in the operation of power (see Thomas and Davies, 2005).…”

Building, sustaining and growing: disability inclusion in business

“…The research team engaged with disability inclusion champions from organizations that received national recognition for their disability initiatives to better understand organizational approaches to inclusion in practice. By working with such organizations, we hope to demystify the process of disability inclusion and add to a growing body of research that explores the potential value of integrating disability into diversity management practices (Kulkarni et al , 2016; Thanem, 2008; Värlander, 2011; Williams and Mavin, 2012).…”

Towards a confluence: disability inclusion and organizational change

“…While a general perception towards employer efforts to promote diversity helps to improve diversity climate in an organization (Kossek and Zonia, 1993), an empowering culture (Värlander, 2012) and a safety climate (Williams and Westmorland, 2002) assume greater significance in the context of PwD. Whereas attitudinal and behavioural barriers created by corporate culture may impact all dimensions of diversity, associated physical barriers are more challenging to PwD (Schur et al, 2005).…”