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The purpose of this paper is to analyze the unique and the complementary aspects of disability inclusion and diversity strategies and to offer insight for organizations to integrate disability within diversity frameworks.

The research team conducted semi-structured interviews with diversity and inclusion “champions” from large businesses to learn about policies, practices and processes for fostering disability inclusion. The businesses have all received national recognition for supporting employees with disabilities.

Interviewees described strategies to build, sustain and grow disability inclusion by framing disability similarly to other diversity categories. The champions suggested practices to improve disability inclusion initiatives within their organizations.

There is limited information on what organizations are doing to support disability inclusion in the workplace. This study builds on the existing literature and responds to calls for case information from business personnel to gather data about common and effective practices.

In this chapter, we explore the role of disability-based employee resource groups (ERG) in implementing large organizations' disability inclusion strategies and how pandemic responses shaped the workplace treatment and inclusion of disabled employees.

We conducted semi-structured interviews with disability-based ERG members and diversity, equity, and inclusion (DEI) professionals in large corporate settings. Then, we analyzed how pandemic-induced changes in the workplace impacted disability inclusion efforts and experiences of disabled employees.

Results from our study revealed that workplace disability inclusion responsibilities shifted to disability-based ERGs during the onset of the pandemic. Participants detailed how organizational disability inclusion practices and policies expanded through increased awareness among some employee bases and were de-prioritized to the point of erasure in other situations. Within the context of the pandemic, members of disability-based ERGs played an integral part in both enhancing visibility of disability and responding to instances of ableism in their respective organizations.

Findings provide context as to how shifting organizational contexts, such as pandemic related workplace policies, becomes disabling, and in turn illustrate the fluid nature of disability. By framing disability as an evolving (fluid) identity category and prioritizing the awareness of disabled perspectives, organizations can better support disabled employees in their future, overarching DEI strategies and approaches to workplace inclusion post-pandemic.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Concern is growing about many workplace diversity initiatives seeming to overlook disability. Organizations can effectively address the issue by adopting strategies to more appropriately define disability within the broader diversity framework and engaging in various practices that facilitate greater disability inclusion.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Under currently uncertain and fast-changing environments, it is important for firms to supplement their main strategy with alternative ones so that they can quickly change courses of actions. Strategic flexibility is thus an important factor for the viability and success of firms. Although previous research has emphasized the need for strategic flexibility, some firms are reluctant to do so since it requires high investments. Existing studies on strategic flexibility have emerged from various disciplines and drawn on diverse theoretical perspectives. Due to the increasing importance of strategic flexibility, this chapter reviews and summarizes existing studies on strategic flexibility based on the applications of strategic flexibility in various business disciplines, including management and strategy, business entrepreneurship, and marketing. The authors also summarize different theoretical perspectives, including upper echelons theory, resource-based view theory, and dynamic capabilities theory, as well as their limitations.

This research aims to gain insight into how consumers interact with a commercially available genetic nutrition programme, DNAfit, to explore health change via an intervention.

Focus groups were conducted between June and October 2019, pre-, during- and post-intervention, with a total sample of 14 younger (aged 25–44 years) and 14 mature (aged 45–65 years) cohorts from New Zealand. Qualitative thematic analysis was completed with the help of NVivo software.

Younger participants in this study engaged less overall with DNAfit, felt the service did not match their lifestyles and did not encourage their believability of genetic personalised nutrition (GPN). In contrast, mature participants had positive engagement with GPN, as their motivation to use the service fit with their motivation for longevity. Overall, social uptake in health changes based on GPN is likely to depend on life stage.

This paper adds to limited social marketing research, which seeks novel avenues to explore how consumers engage with GPN technologies to drive social change, assisting social marketers on how to more effectively deliver health programmes that allow consumer-driven interaction to build health capabilities.

Strategic flexibility (SF) has become an important factor for firm viability and success amidst uncertain and fast-changing environments. Firms should supplement their primary strategy with alternative ones to change courses of action whenever required. Despite these benefits, some firms are constrained by the high costs of investments. Hence, this paper aims to synthesize and systematically review extant empirical studies on SF and to provide suggestions for future research.

The authors conducted a systematic review following the Theory, Context, Characteristics, and Methods (TCCM) framework based on 88 journal articles from 34 high-ranking publications.

The study shows that extant SF literature focuses on antecedents and outcomes and draws on three main theoretical perspectives. It also presents a growing trend of SF literature in various contexts.

This study provides a systematic review of SF literature from both theoretical and empirical perspectives using the TCCM framework. It highlights the significance of SF in management research and global context.