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Disabled People in the Stakeholder Theory: a Literature Analysis

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  • Guido Migliaccio

    (University of Sannio)

Abstract

This paper aims to analyze the role of disability management primarily in social, economic, and corporate systems by focusing on the stakeholder theory. This paper examines the main international literature on this topic to offer qualitative evidence of this phenomenon. In other words, the paper formulates certain theoretical interdisciplinary considerations based on a qualitative approach with an updated conceptualization of the international literature. Business logic may lead to a bias against disability stakeholders if they are perceived as factors that affect productivity. A more balanced assessment should consider both the tangible and intangible effects on the business system in which people with disabilities may have stakeholder roles. Disabled employees have a greater impact in terms of structural requirements, training, prevention, and healthcare in addition to the operational discontinuities that any form of disability is likely to cause. Disability, however, could contribute to the creation of a stimulating, motivating, and empowering working environment, thus maximizing the overall performance. Diversity and disability management also increase overall productivity because they tend to boost tolerance with positive effects in terms of reputation. Financial benefits from government grants often compensate for the expenses. The beneficial impact on the economic system is also often overlooked: otherwise, unproductive resources are brought back into use, thus freeing productive energies within families with disabled members. Disabled stakeholders who are customers or users represent a substantial and growing target for companies that produce specific goods and services and are tailoring their strategies according to demand.

Suggested Citation

  • Guido Migliaccio, 2019. "Disabled People in the Stakeholder Theory: a Literature Analysis," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 10(4), pages 1657-1678, December.
  • Handle: RePEc:spr:jknowl:v:10:y:2019:i:4:d:10.1007_s13132-017-0485-x
    DOI: 10.1007/s13132-017-0485-x
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