Structuring the inclusion of invisible disabilities: lessons from an emerging organizational approach

Paul Crozet, Valérie Brugot and Anne Boffy
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Paul Crozet: LEFMI - Laboratoire d’Économie, Finance, Management et Innovation - UR UPJV 4286 - UPJV - Université de Picardie Jules Verne
Anne Boffy: LEFMI - Laboratoire d’Économie, Finance, Management et Innovation - UR UPJV 4286 - UPJV - Université de Picardie Jules Verne

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Abstract: Purpose This study aims to examine how a multisite organization can strengthen the inclusion of employees with invisible disabilities and identifies priority actions to move beyond compliance-driven approaches. Design/methodology/approach The study is based on qualitative interviews conducted with managers and support functions across multiple sites within a French cleaning services company. The analysis explores organizational practices related to policy formalization, managerial preparation, communication practices and workplace adjustments. Findings The findings show that inclusion initiatives remain partially structured and largely influenced by regulatory requirements. Uneven managerial preparation, inconsistent communication practices and unclear adjustment processes limit the effectiveness of current efforts. Research limitations/implications The study is based on a single organizational case and focuses on an initiative at an early stage of development, which limits generalizability. However, this exploratory perspective provides insight into learning processes as they unfold. The findings suggest that examining partially formalized policies can enrich research on disability inclusion by shifting attention from outcomes to processes of organizational learning, sensemaking and capability building in complex, multisite environments. Practical implications The study proposes four operational priorities: clarifying responsibilities, equipping managers with practical tools, standardizing adjustment pathways and introducing simple learning indicators beyond compliance measures. Social implications By addressing the inclusion of invisible disabilities in low-visibility, operational work settings, the study contributes to broader social inclusion objectives. It shows how organizational learning can support more equitable access to support and job adjustments, reducing the risk of exclusion linked to stigma, isolation and fragmented work arrangements. Strengthening managerial capabilities in this area supports the translation of corporate social responsibility commitments into everyday practices with tangible social impact. Originality/value By linking invisible disability inclusion to everyday managerial practices in a dispersed operational context, this study provides actionable guidance for organizations seeking to shift from regulatory conformity to sustainable inclusion.

Keywords: Organizational learning; Inclusion; Managerial practices; Invisible disabilities; Multisite organizations (search for similar items in EconPapers)
Date: 2026-05-06
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Published in Development and Learning in Organizations, 2026, pp.1-4. ⟨10.1108/DLO-01-2026-0023⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05615432

DOI: 10.1108/DLO-01-2026-0023

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