Diversity and inclusive culture in organisations: the views of people with
disabilities in the audiovisual communication sector
Diversidad y cultura inclusiva en las organizaciones: la opinión de las personas
con discapacidad en el sector de la comunicación audiovisual
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How to cite this article:
Viñarás-Abad, M. V.; Llorente-Barroso, C.; Mañas-Viniegra, L. y Jiménez-Gómez, I. (2023). Diversity and inclusive culture in organisations: the
views of people with disabilities in the audiovisual communication sector.
Doxa Comunicación
, 37, pp. 213-243.
https://doi.org/10.31921/doxacom.n37a1917
Mónica Victoria Viñarás-Abad.
Lecturer in the Applied Communication Sciences in the Faculty of Information
Sciences, Complutense University of Madrid (UCM). Accredited as a Senior Lecturer by ANECA in 2019, she has a six-
year research period (2009-2014). Degree in Advertising and Public Relations from the UCM, Doctorate
cum laude
and
extraordinary award from the UCM. Her main lines of research focus on Social Communication in cultural institutions,
intangible management and specically, social responsibility and vulnerable audiences. She participates in the research
projects PROVULDIG2-CM (H2019/HUM-5775) and COMPENSA (PID2019-105398RB-C21). She has collaborated on
more than eight research projects funded by government agencies and private entities and teaching innovation projects.
Her articles have been published in high-impact Spanish and International Social Communication journals. She is also
a peer reviewer in many high-impact journals.
University Complutense of Madrid, Spain
[email protected]
ORCID: 0000-0001-8792-5927
Carmen Llorente-Barroso.
PhD in Advertising and Audiovisual Communication from the Complutense University
of Madrid (UCM) with an Extraordinary Doctorate Award in 2009-2010. Accredited as a Senior University Lecturer by
ANECA in 2016. She is a Professor in the Department of Applied Communication Sciences in the Faculty of Information
Sciences at the Complutense University of Madrid (UCM). Her lines of research focus on the study of Communication
for active ageing and the inclusion of people with disabilities. She has been and is a researcher in several publicly and/
or privately funded projects, including PID2019-105398RB-C21 (COMPENSA), H2019/HUM-5775 (PROVULDIG2-CM),
CSO2015-66746-R and S2015/HUM-3434 (PROVULDIG-CM). Furthermore, she has had articles published in indexed
journals and frequently participates in national and international congresses. In 2014, she completed a research stay
at the Haas School of Business (UC Berkeley), funded by a José Castillejo Grant (CAS14/00052). Her research work has
been positively evaluated over two six-year research periods (2009-2014; 2015-2020) by CNEAI.
University Complutense of Madrid, Spain
[email protected]
ORCID: 0000-0001-7710-0956
is content is published under Creative Commons Attribution Non-Commercial License. International License
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Abstract:
In recent years, intangibles have taken centre stage in organisations’
management, including corporate culture, talent acquisition and
diversity- as part of the 2030 Agenda. However, the data shows that
the employment of people with disabilities is still very residual
.
In this
scenario, addressing the situation of people with disabilities seems
timely, given that, beyond employment gures, few studies investigate
their opinion, even less so if it is linked to corporate culture or social
responsibility. is work aims to reect this reality, nd out the view of
those directly aected by the management of disabilities in corporate
culture, detect weaknesses and strengths, and propose improvements,
if appropriate.
Keywords:
Diversity; inclusion; corporate culture; disability; audiovisual.
Resumen:
En los últimos años, los intangibles han tomado protagonismo en la
gestión de las organizaciones; entre ellos, la cultura corporativa, la
captación del talento y la diversidad -como parte de la Agenda 2030-
. Sin embargo, los datos reejan que el empleo de las personas con
discapacidad es hoy todavía muy residual. En este escenario, abordar
la situación de las personas con discapacidad parece oportuno dado
que, más allá de las cifras de empleo, apenas existen trabajos que
investiguen su opinión y menos aún, si se vincula con intangibles como
la cultura corporativa o la responsabilidad social. Este trabajo quiere
reejar esta realidad, conocer la opinión de las personas directamente
afectadas sobre la gestión de la discapacidad en la cultura corporativa
para detectar puntos débiles y fortalezas, y proponer mejoras, si fuera
oportuno.
Palabras clave:
Diversidad; inclusión; cultura corporativa; discapacidad; audiovisual.
Received: 04/02/2023 - Accepted: 05/05/2023 - Early access: 17/05/2023 - Published: 01/07/2023
Recibido: 04/02/2023 - Aceptado: 05/05/2023 - En edición: 17/05/2023 - Publicado: 01/07/2023
Luis Mañas-Viniegra.
Doctor in Audiovisual Communication and Advertising with an Extraordinary Award from the
Complutense University of Madrid (UCM). He is an Associate Professor in the Department of Applied Communication
Sciences in the Faculty of Information Sciences at the Complutense University of Madrid (UCM). He is also the
Director of the UCM. Brand Lab Research Group and a member of the project’s research team PID2019-105398RB-C21
Discapacidad y Competencias Digitales en el Sector Audiovisual
(COMPENSA). His main lines of research are the
management of intangibles in Communication, the inclusion of vulnerable adults in the digital society and the
application of new technologies to teaching innovation. He has had several articles published in high-impact journals
in the eld of Communication and has participated regularly in international and national conferences.
University Complutense of Madrid, Spain
[email protected]
ORCID: 0000-0001-9129-5673
Isidro Jiménez-Gómez.
Degree in Philosophy and Doctorate in Audiovisual Communication and Advertising from
the Complutense University of Madrid (UCM). Assistant Professor in the Faculty of Information Sciences at UCM, he
also teaches at the Universitat Oberta de Catalunya (U.O.C.) and Voxel School. He is an aliated researcher at the
University of Colorado Boulder (U.S.A) within the Media and Climate Change Observatory (MeCCO), specialising in
climate change communication research. He is also a member of the Research Group “Género, Estética y Comunicación
Audiovisual” (GECA) at the Complutense University of Madrid. He is the editor of the academic journal Comunicación &
Métodos (Dialnet Métricas Q4), specialising in communication research methodologies, and co-director of the Annual
International Conference on Climate Change Communication (CCCC). He has co-edited books such as
Comunicación y
Cambio Climático
(Fragua, 2021) or
Métodos y prácticas en el estudio de la comunicación
(Fragua, 2020) and co-authored
books such as
Manual de comunicación para la ciudadanía organizada
(Libros en Acción, 2017).
University Complutense of Madrid, Spain
[email protected]
ORCID: 0000-0001-7372-7276
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1. Introduction
1.1. Disability and its political, legal and social context.
Since 1983 Spanish legislation has been committed to “the social integration of disabled people”, as stated in article 4 of the
Royal Decree 1451/1983, 11 May, which also states that “public and private companies employing 50 or more workers must
ensure that at least 2 per cent of them are disabled workers”.
e State Public Employment Service (SEPE) (2022) recognises that “people with disabilities are a vulnerable and large group”
and that “there is, therefore, a varied and extensive set of impediments that deprive people with disabilities from fully exercising
their rights”. Furthermore, it is stated that “this collective’s incorporation into the job market is essential for achieving their full
integration” (SEPE, 2022). For this reason, companies have many incentives and government nancial assistance for hiring
them.
Despite this driver, according to the National Statistics Institute (INE) (2022), in 2020, 34.3% of people aged 16 to 64 with an
ocially recognised disability were active, 0.3 points more than in the previous year. is activity rate was 41.8 points lower
than that of the non-disabled population.
In the latest report on the general situation of disability in Spain, 2 out of 3 people with a disability are unemployed (INE, 2022).
In Europe, only half of people with disabilities are employed, compared to three out of four people without disabilities. 28.4%
of the people with disabilities are at risk of poverty or social exclusión (
Oberservatorio Estatal de Diversidad, 2021)
compared
to 17.8% of people without disabilities (European Commission, 2022). For this reason, the European Union’s Strategy on the
Rights of People with Disabilities 2021-2030 (European Commission, 2010) states that “they should be able to assert their
human rights and enjoy equal opportunities and participation in society and the economy”.
Fifty-nine per cent of people with disabilities believe that there are few job opportunities, rising to 67.9% for people with
intellectual disabilities, according to the study
e labour market of the Future and its Impact on People with Disabilities
(Randstad Foundation, 2021). With a view to the future, the problem of employability is evident, as most of the oers refer to
routine manual jobs (59.12%), followed by routine cognitive jobs (28.06%) (Randstad Foundation, 2021).
Paradoxically, never in history has workplace inclusion been promoted so much. e 2030 Agenda (UN, 2015) has called for
employability initiatives for people with disabilities in companies. e Sustainable Development Goal (SDG) 10-Reducing
inequalities reects this need: to enhance and promote social, economic and political inclusion of all people, ensure equal
opportunities and reduce the disparity of outcomes.
To this end, according to the Adecco Foundation (2019), we must respond to 7 signicant challenges. Including “Generating a
sustainable cultural change in the companies that favours transitioning from the quota system to a commitment to sustainable
inclusions”, as well as “greater accessibility in business environments, transport and communication and information systems
that facilitate the participation of people with disabilities under equal conditions” and the “Elimination of unconscious
biases and prejudices that become a major barrier to accessing an ordinary company”. e Juan XXIII Roncalli Foundation
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(2017) highlights mistrust and prejudice, continuity, training and apprenticeship and job insecurity among the most common
problems when people with disabilities are looking for a job.
e International Labour Organisation (ILO) (2022) lists the advantages of an inclusive workplace, including talent acquisition
and more signicant innovation (employees with diverse experiences apply dierent approaches to solving problems), a
greater sense of belonging, higher retention and a better image. In other words, everyone benets from an inclusive workplace.
Companies publicly declare their support for inclusion under the term “inclusive culture”. Among the benets are “improved
corporate culture and increased productivity” (Visualfy, 2022). According to the I.L.O. (2022), companies with an inclusive
corporate culture and policies could increase protability and productivity, given their remarkable ability to attract and retain
talent. Subsequently, companies could enhance creativity, innovation, openness and a better reputation.
e Global Pact
and Accenture (2021) have drafted a new report on gender equality, diversity and inclusion based on a survey
of more than 1,100 CEOs and 1300 professionals from 113 countries and 21 sectors. It states that diversity and inclusion are
still a priority for companies worldwide despite the havoc wreaked by COVID-19. In fact, according to the document, 92%
of companies surveyed globally report having diversity and inclusion initiatives underway, and 94 % of respondents report
that race, gender, LGBTIQ+protection, and disability initiatives have not been negatively aected by the pandemic (Global
Compact & Accenture, 2021).
In recent years several terms have sought to make this commitment visible, such as the Innodiversity Index of the Diversity
Foundation or the D&I index (Red Acoge, 2022). Similarly, rankings such as Great Place to Work (2022) and an international
benchmark in Senior Management and Cultural Transformation consulting from the consultancy Renitiv (2022) or the Seres
and Talengo Foundation (2020, p. 13), which has created the Diversity and Inclusion Maturity Index, in which culture is one of
the variables. Diversity Strategies, Equity and Inclusion (DE&I) or Diversity, Equity, Inclusion and Belonging (DEIB) strategies
(*CEOFortheDiversityGuide, 2022) are already being discussed.
However, despite this eort, there is “a signicant gap between commitments and the implementation of specic measures
among Spanish companies”, according to the report
Contribución de las empresas españolas a la Estrategia de Desarrollo
Sostenible 2030
(
Pacto Mundial
, 2020). In this report, SDG. 10
is in the middle of the table regarding the areas where Spanish
companies have the most signicant impact, at 48%.
In
Making the Future of work inclusive for People with Disabilities
(Fundación ONCE & I.L.O., 2019), ve key objectives are
set out for the inclusion of people with disabilities in future work, new forms of employment and employment relationships
that integrate disability and inclusión; development of skills and lifelong learning that are inclusive of people with disabilities;
universal design incorporated into the development of all new infrastructures, products and services, accessible and aordable
assistive technologies, measures to include people with disabilities in the growth and development in areas of the economy.
e U.N.’s Strategy for Disability Inclusion (U.N, 2019) includes, among its four indicators, the organisational culture indicator,
where employment appears (indicator 13). Exceeding the requirements in this indicator implies an employment policy or
strategy, and other policies or strategies related to human resources include the willingness to attract, hire and retain employees
with disabilities and promote their professional development. Adecco Foundation (2022) contains
Trends in diversity, equity
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and inclusion in 2023,
how diversity is incorporated as a corporate strategic element, and where the culture implicitly channels
this performance.
In conclusion, these companies’ institutions’ and foundations’ numerous initiatives for inclusion clash with the reality of the
data, which shows low implementation. erefore, further research into the reasons for this situation is necessary if change is
brought about.
1.2. Corporate culture
Corporate culture or organisational culture is one of the intangibles that has gained the most relevance in recent years (Abuín-
Vences & García-Rosales, 2021; Adnan
et al.
, 2018; Pisar & Mazo-S., 2020) due to its contribution to competitiveness (Mayorga-
Gordillo & Añaños-Carrasco, 2020). According to Páramo-Morales (1998), from an Organisational eory perspective, the
organisation has a culture and, in turn, is a culture. However, the term has several approaches depending on the discipline
(Díaz-Soloaga, 2020). Among the signicant references on organisational culture, Hofstede (2015, p. 548) denes it as “a
system of shared values, rules, norms and institutions, most are which are unconscious and unwritten, socially transmitted
and capable of regulating the social forms of the group”. Among the functions of culture, according to Villafañe-Gallego (1999),
culture constructs corporate identity, makes the organisation internally cohesive
,
favours sta involvement in the business
project and determines the internal climate. Regarding the levels of culture,
Schein (1988) refers to productions, values, and
basic underlying assumptions.
Among the numerous organisational and cultural change management models are Wilber (1977), Villafañe-Gallego (1999),
Schein (1988), Hofstede (2015) and Barrett (2022), among others. Barrett’s (2022) model is the closest to disability inclusion
in organisations. is model has seven levels (Ardura, 2020) and is inspired by Abraham Maslow’s hierarchy of needs theory.
Barret’s (2022) model is based on understanding true motivations, the values that matter and motivate. Companies that
embrace diversity would be ranked at the highest level of this model.
e enunciation, transmission and internalisation of values in most organisations is a starting point for general positive or
negative behaviours within the entity, as they are the grounds for the rules that regulate general behaviour (Wiewiora
et al.,
2013). A new denition of a culture committed to society includes the extension of ethics to corporate social responsibility
as a value shared by everyone within the organisation, improving its credibility and reputation (Mañas-Viniegra
et al.,
2020).
1.3. Diversity and Corporate Social Responsibility (CSR)
Today disability in business lies within the framework of sustainable management as a result of incorporating Corporate
Social Responsibility into organisations’ strategic management (Romeo et al., 2021). e 2030 Agenda sets seventeen goals for
companies to achieve sustainable development: “We are determined […] to combat inequalities within and between countries,
to build peaceful, fair and inclusive societies, to protect human rights […]”. Companies have been directing all their eorts
towards fullling these objectives since then. Although they are not an obligation, given that CSR. is voluntary (Saavedra-
Robledo et al., 2010), since 2018, a major regulatory step forward has been taken. is progress stems from Law 11/2018,
28 December, on non-nancial information and diversity. Disclosing non-nancial information is a signicant pillar for the
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transition towards a sustainable global economy that combines long-term protability with social justice and environmental
protection (Actualidad Jurídica Uría Menéndez, 2019).
e ESG criteria (Environmental, Social, Governance) (Forética, 2022), generally adopted by companies, include the social
aspect, as did the three areas of CSR. in their origins (Saavedra-Robledo et al., 2010). e consultancy rm Canvas (202)
mentions Purpose and the Reinvention of Capitalism, and the IV Brands with Values Study by the consultancy rm 21Grams
(2021) highlights the value of citizens for companies to promote equality and diversity among their employees. e Study
La marca como fenómeno social.
Corporate Activism trust and co-creation
(Grupo Complutense de Gestión de Marca y
Comunicación, 2022) further addresses how it has traditionally been argued that companies should maintain a neutral stance
on social issues. However, brands increasingly adopt corporate activism strategies and act as social agents. is new reality
encourages companies to have an inclusive culture where the SDGs, ESG. and stakeholders’ expectations are met (Fundación
ONCE & G.R.I., 2018).
1.4. Disability in corporate culture
In the few studies that address the management of culture and diversity, “the data show companies’ high degree of
satisfaction after hiring people with disabilities, and they usually continue to do so” (Bengoetxea-Alkorta, 2014, p. 543).
Crowther and Duarte-Atoche (2014) also explicitly mention the nancial benets. After interviewing dierent employers
about the employment of individuals with disabilities, Analuiza et al. (2020) found various benets for the company, such as
strengthening their corporate image, increased internal competitiveness, a more humane work environment and other tax
benets. Lindsay et al. (2018) carry out a rigorous review of the benets in scientic literature, where they nd improvements
in protability, turnover and retention, reliability and punctuality, employee loyalty, company image, competitive advantages
(diverse customers, customer loyalty and satisfaction, innovation, productivity, work ethic, safety), inclusive work culture
and awareness of capacities. Secondary benets for people with disabilities included improved quality of life and income,
increased self-condence, a more signicant social network and a sense of community.
Among the diculties when hiring people with disabilities were:
One of the aspects to consider in the area of disability related to work is the diversity of disabilities and their dierent degrees, which
makes it challenging to provide a global or joint solution to the problem of disability (Redondo-Ciruelos, 2014, p. 59).
According to Bengoetxea-Alkorta (2014), companies lack information about the world of disability, which, together with
stereotypical prejudices, lack of channels for labour intermediation and lower levels of training for people with disabilities,
leads to low employability and low-skilled positions for this collective.
Diversity and inclusion are needed in the workplace. However, prejudices and stereotypes are an obstacle to achieving this
(Llorente-Barroso et al., 2023), to be part of the corporate philosophy as its central axis of corporate culture (Villafañe-Gallego,
1999). In this sense, academic literature is almost non-existent; there are no academic studies on values, identity, brand and
diversity, as nearly everything is focused on Corporate Social Responsibility and its impact on the brand or its reputation.
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According to Analuiza et al. (2020), individuals with disabilities are more enthusiastic, committed and competitive when
carrying out their assigned tasks according to their abilities. According to Velarde-Talleri et al. (2018), organisations that
employ people individuals with disabilities report being satised with their work.
Specic diculties have been observed regarding other cultural elements and employee relations (Guerrero-Alvarado et al.,
2022; Mena-Méndez, 2019). Avecilla-Ulloa and Tapia-Ubillús (2018, p. 27) point out that “in terms of the perception of others,
informants consider that in many cases their colleagues judge them because of their condition as people with limitations,
undervaluing them by comparing them to those who are considered normal”. Velarde-Talleri et al. (2018) refer to discriminatory
practices based on rigid beliefs, hence the importance of working on the issue of prejudice motivated by social stereotypes, as
stated by Hammes and Nuerberg (2015) or Llorente-Barroso et al. (2023).
Regarding the cultural element of space (Mena-Méndez, 2019), disability is no longer an option. Instead, it is now a legal
obligation. us, in terms of the cost involved in adapting the space, there is no unanimity. Velarde-Talleri
et al.
(2018) gather
entrepreneurs’ complaints about the investment, whereas Paredes-Gascón et al. (2012) report the opposite.
Regarding the employers’ opinion, on the one hand, some studies reveal that there are currently no equal opportunities
in the hiring processes and that individuals could ll many jobs with functional diversity; furthermore, employers state
interest, compliance with norms and criteria, and responsibility as positive aspects of their disabled workers’ professional
skills (Rosselló-Ramon & Verger-Gelabert,2008). e data obtained leads to the conclusion that two main factors condition
employment; training and the type of disability. For Bengoetxea-Alkorta (2014), non-compliance with the 2 per cent quota
is notable and widespread. It also seems evident that it is not a priority in workplace inspections. However, there is often an
absence of people with disabilities with suitable proles to cover companies’ job oers (Rodríguez-Gonçalves, 2019).
Among the proposals for advancing inclusion, companies must consider each worker’s skills and abilities, considering
each disabled worker individually and uniquely (Redondo-Ciruelos, 2014). Bengoetxea-Alkorta (2014) proposes a series of
measures, such as promoting the activity of people with disabilities, information and awareness-raising for social economy
enterprises, considering the variables of gender, type, age, degree of disability, requirements, labour intermediation, training-
employability- qualication, economic incentives.
Dierent research linked to Human Resources (HR) management of diversity has been found in the scientic literature on the
object of study. e work by Cabañes-Clemente (2018, p. 157) points to change management as an essential step; however,
although they mention culture, it appeals to the need for HR to acquire “an increasingly strategic role within the organisation,
playing a key role in the transformation processes”. Furthermore, this research sets out guidelines closely linked to corporate
culture, including: helping management to communicate the vision of change, identifying and involving all the leaders and
collaborators aected by the change process and maintaining the organisations’ commitment through communication and
training, taking the cultural changes into account (Cabañes-Clemente, 2018).
Some more advanced works have focused on models and metrics. e work by Romeo-Delgado et al. (2016) is of great
interest as it designs a model to “analyse and diagnose the degree of implementation and development of the corporate social
responsibility actions that facilitate job integration of individuals with disabilities”. e classication model (Modelo DIL-D ©)
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seeks to provide professionals with objective tools to promote integrating people with disabilities in the workplace. It has four
dimensions: policies, management systems, facilitators and culture. Regarding culture:
Finally, regarding culture, there is a certain incongruence between the amount of knowledge and active support by managing
disability and inclusion policies and turning them into corporate objectives (KPIs) and benets for people with disabilities. At a
global level of the DIL-D © model, this incongruence is reected in the existence of 13.8% of companies with high levels of strategic
development but low levels of operational development (AB) (Romeo-Delgado et al., 2016, p. 130).
At the intervention level, it is necessary to help organisations operationalise strategies by providing intervention actions
Modelo DIL-D ©, diagnosing Corporate Social responsibility actions focused on the labour integration of people with specic
disabilities that encourages all stakeholders’ involvement.
Along these lines, Gálvez-Sánchez et al. (2021) propose a series of quantiable and monetising indicators of the social impact
generated by implementing Corporate Social Responsibility actions aimed at labour inclusion of people with disabilities,
which complement and are aligned with the GRI (Global Reporting Initiative) standards 401 and 413. e conclusions state
that absenteeism levels are lower than the national average. Furthermore, they point out that access to the labour market allows
for personal and professional development for disabled employees, which reduces their level of support and normalisation
in the workplace. Finally, from a nancial perspective, inclusion in the labour market strongly impacts Public Administration
in terms of savings and direct income. erefore, in line with the results of the research by Kolotouchkina et al. (2022), it is
advisable to develop ethical and responsible governance committed to the digital inclusion of all citizens to facilitate their
participation in society.
In conclusion, the scientic literature on corporate culture and disability is scarce nationally and internationally, and the
disparate approaches must be addressed; very few are linked to communication and the management of intangibles; the lack
of scientic literature, paves the way for new research, especially now that this issue is becoming more valuable in business
management and the social impact that it entails.
1.5. Disability and Employment in the communication sector
Sánchez-Valle
et al.’s
(2022) work is one of the most specic on this issue. According to these authors, the representation of
disability in the media has gained visibility. Still, they consider it necessary to improve the media treatment of people with
disabilities to achieve normalisation (Kolotouchkina
et al.
, 2021a, 2021b). ey perceive information on disability as biased,
sensationalist, stereotyped, and depersonalised, presenting individuals with disabilities as a homogenous collective. In this
line, Solves
et al.
(2018) show how even events as relevant as the Paralympic Games come second to more popular sports events
during the Games. Concerning their employment situation, the results show contrasting opinions that lead to the conclusion
that there are still many prejudices and barriers to achieving true inclusion. Communication professionals with disabilities
demand that their situation be normalised, that it transcends accessibility and prioritises full inclusion. e 2% quota for
mandatory hire is not complied with, and “ere is no social culture of integration of people with disabilities” (Viñarás-Abad
et al.,
2021, p. 8). Sánchez-Valle
et al.
(2022) mention invisible barriers and conclude that vertical segregation exists. Disability
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needs to be made visible to break this glass ceiling, normalised in which the skills and competencies of people with disabilities
in the communication sector are valued.
Few studies address the role of internal communication for inclusion. Meléndez-Labrador’s (2016) work concludes that
internal communication can break down or perpetuate general and specic organisational communication barriers in laboral
inclusion processes, in this case, for people with hearing impairment.
Another line of research is Llorente-Barroso
et al.’s
(2022), in which the authors seek to determine the importance of disability in
Spanish and Portuguese-listed companies’ non-nancial annual reports. e complexity of these documents leads to relatively
fewer mentions of disability in these reports. However, IBEX35 companies are more interested in diversity and inclusion than
PSI20 companies. e data shows Iberian companies’ commitment to accessibility and training for the inclusion of people
with disabilities in the workplace but also indicates that their actions tend to respond to compliance with regulations rather
than a genuine commitment to society. Studies in the United Kingdom (Khan et al., 2019) demonstrate a similar scenario,
where ndings show no reporting on the employment of individuals with disabilities.
Incorporating GRI. Standards is emphasised to ensure transparency and fairness (Fundación ONCE & GRI, 2018). e
discourse of the main agents (López-Cepeda et al., 2021) is worth noting. It highlights the insistence on fundamental rights,
contributing to society’s broader understanding and positive perception of individuals with disabilities. Finally, in terms of
training Viñarás-Abad and Gonzálvez-Vallés (2020, p. 633) support “learning the value of diversity in social communication” in
the university environment as a preliminary step to ensure that future company directors lead this change towards inclusion.
2. Methodology
is research examines corporate culture and disability and inclusion management within the audiovisual and communication
sectors. ese areas gave rise to the object of this study.
A deductive and empirical method has been used to accomplish this goal. is involves formulating general statements based
on prior experience to observe and understand the phenomenon. is approach allows us to draw universal conclusions
through inference (Lafuente-Ibáñez & Marín-Egoscozábal, 2008). In this study, the dependent variable is corporate culture,
while the independent variables include elements such as corporate values and labour relations (Schein, 1988; Villafañe-
Gallego, 1999). ese variables are documented in the codebook used for content analysis.
e next step involved setting the objectives that will guide the research.
PO1: To determine the role of disability in managing corporate culture in organisations.
PO2: To ascertain the opinion of individuals with disabilities on corporate culture and disability and inclusion in the
audiovisual sector (where they work).
SO2.1 To determine how employees with disabilities view inclusion as part of the corporate culture through quantitative
and qualitative aspects of their discourse.
SO2.2 To identify the issues that aect people with disabilities in their work due to the organisation’s corporate culture
and management of disability and inclusion.
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SO2.3 To determine what the corporate culture on disability is like in the audiovisual sector.
SO2.4 To identify the problems and opportunities that stakeholders detect.
First, to achieve these objectives, a review of the state of the art has been conducted along two dierent lines: on the one
hand, a literature review of academic research, and on the other hand, the analysis of reports and studies from the sector. In
the literature review, few sources addressed the links between the terms “corporate culture” and “disability”, so the search was
extended to concepts such as “corporate social responsibility (CSR)” and “diversity”. After establishing the state of the art, three
focus groups comprised individuals with dierent types of disability (physical, sensory, cognitive and intellectual). e focus
group technique was adopted because it enables many people to express their views about the object of study (Krueger, 1991)
(Vallés, 1997). “e aim of the focus group is to evaluate the opinion-taking process and to identify the inuencing factors that
shape the participants’ opinions (Rogel-Salazar, 2018, p. 124).
Although this technique is qualitative, the data can be analysed quantitatively and qualitatively. In this case, the data allows
us to determine the frequency of terms in the discourse and the relationship between them. e quantitative and qualitative
information will yield information related to the objectives.
e
Atlas.ti
Version 22.0 programme was used to systematise the data, including quotes from the participants. e discourse
analysis was carried out to enhance the data obtained since the data did not provide relevant information on some occasions,
allowing us to address the research objectives. us, the data were rst analysed quantitively, followed by an exhaustive
qualitative analysis of the content from these groups to full the objectives of this work.
e sample was selected together with a company specialising in qualitative research that ensured the criteria were met. All
the members of the focus groups are currently working or have worked and are looking for a job in the audiovisual sector
(media and related companies, such as production companies, design companies, etc.). e participants were aged between
20 and 55, and both sexes were represented. Almost all the participants have specic training, both university and vocational
training, in communication (Vocational Training Module in Video Programming Design and 3D animation, Audiovisual
Communication + a Master’s Degree in Scriptwriting and Creativity for lm and T.V.; Higher Degree in Audiovisuals for the Press;
Intermediate Vocational Training in Audiovisual Communication, Photography Module; Degree in Fine Arts (Audiovisual);
Degree in Advertising and Public Relations and Doctorate in Information Sciences, etc.). In this sense, the recruiting rm
ensured that individuals with sensory and cognitive disabilities possessed the necessary devices or had the adequate capacity
to participate, so their contribution was of high quality. e sample selection was challenging; despite the individuals being
eligible, they could not always participate in these types of meetings due to their conditions.
e group meetings were conducted face-to-face during the second half of 2022. Meetings with DG1 and DG2 were held rst,
i.e. one group consisted of people with physical and sensory disabilities and another comprised individuals with a cognitive
and intellectual disability. After the discourse was analysed, individuals were selected for the third group DG3, who had all
types of disabilities, in which the group comprised people with physical, sensory, cognitive and intellectual disabilities.
Before the groups’ development, an argument was drawn to guide the discourse along primary thematic lines to achieve the
research objectives. e questions and procedures were standardised to systematise them and enable them to be compared
(Morgan, 1996).
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Group 1: e physical and sensory disability group.
Group 2: e Cognitive and intellectual disability group.
Group 3: e Mixed group
Table 1. Sample
Group 1Group 2Group 3
Description
Physical and sensory disabilityCognitive and intellectual
disability
Disability (mixed group)
No. of members7: 3 women, 4 men7: 4 women, 3 men8: 4 women, 4 men
ResidenceMadridMadridMadrid
Profession
Audiovisual systems,
camera with audio security
technician, creative, event
management, blogger, etc.
Collaboration on radio
programme, YouTuber, press
reviewer, scenography
Communication and marketing,
graphic design and video editor,
video clip maker and post-
production camera assistant,
sustainability policy analyst and
post-production
Source: created by the authors
e argumentation consisted of four main lines common to all groups and a specic line based on the type of disability. Each
line had semi-structured open-ended questions. e dynamics began with a brief introduction of the topic by the moderators
and a round of participants without specic questions. Next, an open and unrestricted debate was encouraged, whereby
questions and comments were not made to foster the exploration of each thematic line, which are linked to the variables
related to the study.
Line 1: opinion on the labour inclusion of individuals with disability in companies in the audiovisual communication sector,
as well as their own experience (general assessment, position of companies, progress, barriers, actions, motivations). Some of
the questions were:
–
What is your general assessment of including people with disabilities in the labour market?
–
Do you think companies hire people with disabilities out of social commitment and corporate culture, or do they do it to
comply with a legal imperative?
–
What barriers have you encountered when accessing the job market, and what has motivated you?
Line 2: Experiences and perceptions related to entering the job market and the viewpoints of other individuals with disabilities
known to you (job search, HR, possible improvements, role of associations). Some of the questions were:
–
If the same C.V.s were received, do you think an individual with a disability would be chosen over someone without a disability?
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–
What diculties did you have in nding your rst job, and what challenges did you face? After the rst job, did you have the
same amount of challenges or less or more of them?
–
What role does Human Resources play in the employability of individuals with disabilities?
Line 3: e importance or otherwise of education and training in individuals with disabilities employability (proles, higher
education, barriers in education).
Some of the questions were as follows:
–
What type of professional prole do companies in the audiovisual communication sector want?
–
In your experience, does it help to have a university education and higher vocational education?
–
What are the barriers in higher education for people with disabilities (material and human)?
Line 4: Social, institutional and contextual factors inuencing individuals with disabilities’ employability (family,
administrations, disability associations and communication). Some of the questions were as follows:
–
Has your family inuenced your education and job search? In what way? Is a protective or proactive family better?
–
Do you think the relationship with associations for people with disabilities is necessary, and are they involved in employabi
-
lity issues?
–
Do you think media and communication need to get involved in the employability of individuals with disabilities?
Finally, participants were encouraged to comment on aspects specically related to their disability that impacts their work
performance (adaptation of the workplace, material and personal assistance, improvements), which had not been considered.
In addition, specic issues were evaluated for each disability group.
3. Data analysis and results
A word count was conducted in the rst quantitative approach to identify the terms that most appeared in transcripts of
the three discussion groups. By quantifying the most repeated words, we determined the relative importance of the terms
associated with the focus of our study (culture, values, disability, principles, inclusion) compared to other frequently used
words.
After an initial quantitative approach, we identied the extracts that specically addressed participants’ opinions on disability
in the companies’ and organisations’ corporate culture. is information lter was carried out to facilitate the qualitative
study, discarding some terms related to other concepts that were not qualitatively linked to this research’s object of study. For
example, on several occasions, medical or personal issues were addressed, which do not fall within the scope of this study.
However, they are vital for understanding the situation of individuals with disabilities.
e extracts from the focus group were coded to perform a qualitative content analysis (Patton, 1990). is involved identifying
the main concepts and associated ideas through a deductive procedure based on objective and inferential criteria (Llorente-
Barroso
et al.
, 2022). is type of study is related to a thematic analysis and data categorisation so that the central ideas or
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themes can be identied and associated with other conceptual lines arising from the analysis (Nowell
et al.
, 2017; Patton,
1990). e coding process was carried out using dierent types of codes:
–
eoretical Codes are developed deductively from state-of-the-art.
–
e Specic Codes are explicitly dened per the research objectives.
–
Finally, the Associated Codes were obtained inductively, as they arise from reading the texts themselves.
Table 2. Codebook or code tree
eoretical codesSpecic codes Associated codes
CultureContractBarriers
CommitmentDisability
Special Employment Centre
EthicsEmploymentColleagues
PrinciplesEqualityRights
ResponsibilityInclusionDiscrimination
CSRLawFoundation
ValuesPolíciesBoss
SubsidyHandicap
Opportunity
Human Resources
Source: created by the authors
Once a codebook or code tree was created in
Atlas.ti
, intermediate fragments with unique and complete meanings were
identied as units of reference and semantic context in the focus groups to identify dierent codes and the fusion between
them. is identication makes it possible to analyse the occurrence of coded ideas (frequency) and study the co-occurrences
(conuence or synergy) between codes. Analysing the occurrences enables us to measure how often the code appears in each
group through the Grounding (Gr) (Friese, 2021, p. 60). us, the more times a concept was identied, the greater the record
of occurrences it accumulates and, therefore, its grounding (Gr). e analysis of co-occurrences enables us to determine the
conuence between coded ideas in the analysed groups, determining the most robust and intense relationships between
codes. rough Sankey diagrams,
Atlas.ti
allowed us to visualise the conuences between the analyses of the co-occurrence
of codes or the relationship between codes and documents according to their occurrence. e Sankey diagram visually shows
such interaction processes, focusing on the aspect to be highlighted, emphasising the dominant factors in relationships by
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reecting the relative magnitudes in areas whose breadths are proportional to the represented contribution of each code
concerning one or more others (Friese, 2021, pp. 279-280).
3.1. e quantitative and qualitative importance of disability in corporate culture in the audiovisual sector: the
opinion of individuals with disabilities
From a quantitative perspective, the terms related to corporate culture do not have a relatively high weight; their presence is
very scarce in the three groups’ discourse. Specically, none of the eoretical Codes emerged as the most frequent; on the
contrary, they were signicantly distant, such as Culture (2) or Values (0). In particular, Disability takes centre stage (159) but
is far from inclusion (18). However, there are terms of an implicit nature in the participants’ conversation; among the eight
terms with the most signicant weight in the quantitative analysis are: Human Resources, Employment, Opportunity, and
Colleagues.
Table 3. List of most frequent words
DG1 DFSGD 2 CIDDG 3 SCID
Total
Colleagues
36110
Contract
47617
Disability
692565159
Employment
901120
Inclusion
401418
Opportunity
12912
Human Resources
75921
Total
9745115257
Source: created with
Atlas.ti
Table 4 shows the frequency of each code in the codebook. ere are no eoretical Codes; among the specic ones, Disability
stands out notably. Perhaps, most remarkable is the frequency of terms that arise in the discourse, i.e. codes obtained
inductively.
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Table 4. Book codes and frequency
eoretical codesSpecic codes Associated codes
Culture 2Contract 17Barriers 4
Commitment
Disability 159Special Employment Centre
Ethics
Employment 20Colleagues 10
PrinciplesEqualityRights
Responsibility
Inclusion 18
Discrimination
C.S.R.LawFoundation
ValuesPolítisBoss
Subsidy 25
Disability
Opportunity 12
Human Resources 21
Source: created by the authors with
Atlas.ti
Figure 1 reects the weight of the words in the overall count of the quantitative content analysis, providing a comparative
representation of the most reiterated words in the focus groups.
Figure 1: Word cloud of all the documents
Source: created by the authors with
Atlas.ti
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Table 5 shows the Grounding of each theoretical and specic code in the three groups analysed. is is qualitative information
from the data, as it allows each term to be placed in its semantic context in each transcribed group. e criterion used to assess
the qualitative weight of the recruitment culture refers to the companies’ commitment and behaviour towards ensuring a
positive experience for the participants in the groups.
Table 5. Occurrences of eoretical and Specic Codes by Group
G1 D.F.S.G2 D.I.C. G3 DFSIC
TOTAL
THEORETICAL CODES
Culture
0022
Commitment
0033
Ethics
0000
Values
0000
Responsibility
1113
Corporate Social Responsibility (CSR)
0033
Principles
1102
SPECIFIC CODES
Disability
692565159
Employment
901120
Equality
0011
Contract
47617
Inclusion
401418
Law
2079
Policies
0123
Subsidy
1301225
TOTAL
10335127265
Source: created by the authors with
Atlas.ti
Regarding the eoretical Codes, there are hardly any, or they are non-existent. e participants did not perceive words such
as Values, which are fundamental to the companies’ identity and permeate the corporate culture. In other words, we deduced a
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lack of Values (0) when recruiting these individuals. However, the specic code, Subsidy (25), is highly present, which suggests
that recruitment is based more on a policy of subsidies than values.
Among the specic codes, Disability (159) stands out; although it is logical to have such a high grounding when compared to
the other codes, it is excessively high, which should be analysed in more depth. It is followed by Subsidy (25) and Employment
(20), related to practical aspects of working life.
Inclusion (18) stands out among the Specic Codes with a relatively high grounding, second only to Disability. e code
Contract follows closely with 17, so exploring a possible relationship between these codes could be of interest.
DG1 and DG2 were analysed separately to check whether there were dierences due to the dierent nature of the disability;
even though this was not one of the study’s objectives, it was considered necessary in case it aected the analysis. e Disability
code was eliminated due to its high grounding, which did not allow the other codes to be visualised. e main dierence is
the Subsidy code, which does not appear in the group G2 comprised of people with cognitive and intellectual disability, while
it was the term most used in G1, composed of individuals with physical and sensory disability. Contracts, Principles and
Responsibility are almost equally distributed between both groups.
ey have to realise that they have to make the leap from quantitative inclusion to qualitative inclusion; that is the rst big step
(Participant 7).
Figure 2. Diagram of Sankey’s eoretical and Specic Codes
(deleted disability)
Figure 2. Diagram of Sankey’s Theoretical and Specific Codes
(deleted
Disability)
Source: created by the authors
using
Atlas.ti
The Sankey diagram shows how the terms Subsidy and Contract have a more significant
presence than Inclusion or Responsibility. Especially Contract, which appears in both
groups. This prevalence may reveal that these individuals’ situation is still conditioned
more by legislation than culture, i.e., they are hired out of obligation rather than a
corporate philosophy voluntarily committed to inclusion.
3.2
.
Relationships
between disability and other aspects of co
r
porate culture in
audiovisual
companies.
Using an inductive method, the qualitative content analysis of the focus groups has
revealed the importance of other concepts associated with the Theoretical Codes and the
Specific Codes. These ideas,
designated
as Associated Codes
,
have a varied weight in
their qual
ita
tive contextualisation within each document.
Table 6. Table of occu
rrences
of
Associated Codes in each group
G1 P
.I.D.
G2 I
.C.D.
G3 PSIC
Total
Barriers
0
0
4
4
Special employment centre
0
0
8
8
Colleagues
3
6
1
10
Contract
4
7
6
17
Rights
7
0
2
9
Discrimination
1
0
4
5
Source: created by the authors using
Atlas.ti
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e Sankey diagram shows how the terms Subsidy and Contract have a more signicant presence than Inclusion or
Responsibility. Especially Contract, which appears in both groups. is prevalence may reveal that these individuals’ situation
is still conditioned more by legislation than culture, i.e., they are hired out of obligation rather than a corporate philosophy
voluntarily committed to inclusion.
3.2. Relationships between disability and other aspects of corporate culture in audiovisual companies.
Using an inductive method, the qualitative content analysis of the focus groups has revealed the importance of other concepts
associated with the eoretical Codes and the Specic Codes. ese ideas, designated as Associated Codes, have a varied
weight in their qualitative contextualisation within each document.
Table 6. Table of occurrences of Associated Codes in each group
G1 P.I.D.G2 I.C.D.G3 PSIC
Total
Barriers
0044
Special employment centre
0088
Colleagues
36110
Contract
47617
Rights
7029
Discrimination
1045
Foundation
0134
Boss
4217
Handicap
0426
Opportunity
12912
Human Resources
75921
Total
272749103
Source: created by the authors using
Atlas.ti
e fact that these codes appeared in the discourse shows how participants value them, whether or not they have previous
theories to support them. Human Resources has the highest frequency, followed by Contract, Colleagues and Opportunity.
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ese terms appear spontaneously, and some have a high frequency. For instance, Human Resources refers to this department’s
role. Contract is also related to Human Resources and how it can aect this type of recruitment.
3.3. Qualitative analysis in the discourse on disability and corporate culture
e eoretical Codes of the research, obtained from the state of the art, show little interaction with the Specic Codes.
e low frequency of the eoretical Codes already pointed to these results. e frequency of the Specic Codes is not very
relevant either. e interaction between the CSR. Codes, such as Disability, Law and Subsidy, is noticeable but not signicantly
pronounced, suggesting that these workers are hired through the management of CSR, whether by law, subsidies or voluntarily.
A more specic analysis of the causes would be helpful.
He organises a conference to make companies aware, because of the new Disability Law, that the world needs corporate social
responsibility in recycling and that people with disabilities are not just blind people who use a cane or wheelchairs. Instead,
there are many types of disability (Participant 14).
I honestly think that Spain lags; if Spain is now committed to the issue of corporate social responsibility for people with
disabilities or people with dierences, I think it has a lot to do with Europe getting involved (Participant 10).
Table 7. Co-occurrences between the eoretical and Specic Codes
THEORETICAL CODES
CommitmentCultureEthicsPrinciplesResponsibilityCSR
Values
SPECIFIC CODES
Contract
0000000
Disability
00010
5
0
Employment
0000000
Equality
0000000
Inclusion
0000000
Law
00000
3
0
Policies
0000000
Subsidy
00000
1
0
Source: created by the authors using
Atlas.ti
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e interaction between eoretical and Associated Codes is very low. Similarly, the same observation is made regarding CSR.,
specically in the case of Opportunity and Human Resources. is relationship demonstrates how CSR. can play a crucial role
in facilitating entry into the job market, working hand in hand with Human Resources. e word Opportunity shows this; CSR.
has the potential to act as a catalyst for inclusion.
Table 8. Co-occurrences between eoretical and Associated Codes
THEORETICAL CODES
ASSOCIATED CODES
CommitmentCultureEthics
Principles
ResponsibilityC.S.R.Values
Barriers
0000000
Special Employment Centre
0000
0
00
Colleagues
0000000
Rights
0000000
Discrimination
0000000
Foundation
0000000
Boss
0000000
Disability
0000000
Opportunity
00000
3
0
Human Resources
00000
3
0
Source: created by the authors using
Atlas.ti
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Figure 3. Linking Disability and eoretical Codes and Associated Codes
Subsidy
0
0
0
0
0
1
0
Source: created by the authors using Atlas.ti
The interaction between Theoretical and Associated Codes is very low.
Similarl
y, the
same observation is made regarding C
SR.
, specifically in the case of Opportunity and
Human Resources. This relationship
demonstrates
how C
SR.
can
play a crucial role in
facilitating
entry
into the
job
market, working hand in hand with Human Resources.
Th
e
word Opportunity
shows
this
;
CSR.
has the potential to act as a catalyst for inclusion.
Table 8. Co
-occur
rences between Theoretical and Associated Codes
THEORETICAL CODES
ASSOCIATED
CODES
Commit
ment
Culture
Ethic
s
Princi
ples
Responsibilit
y
C.S.
R.
Valu
es
Barriers
0
0
0
0
0
0
0
Special
Employment Centre
0
0
0
0
0
0
0
Colleagues
0
0
0
0
0
0
0
Rights
0
0
0
0
0
0
0
Discrimination
0
0
0
0
0
0
0
Foundation
0
0
0
0
0
0
0
Boss
0
0
0
0
0
0
0
Disability
0
0
0
0
0
0
0
Opportunity
0
0
0
0
0
3
0
Human Resources
0
0
0
0
0
3
0
Source: created by the authors using Atlas.ti
Figure
3. Linking Disability and Theoretical
Codes
and Associated Codes
Source: created by the authors using
Atlas.ti
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Table 9. Co-occurrences between Specic and Associated Codes
ASSOCIATED CODES
SPECIFIC CODES
BARSECCOLRIGDISFOUBOSHANOPPHR
Contract
0200000000
Disability
3014223248
Employment
2201020001
Equality
0000000000
Inclusion
1000100032
Law
0001000033
Polícies
0000000001
Subsidy
0100000001
Source: created by the authors using
Atlas.ti
Table 9 shows the interaction between Specic Codes and Associated Codes. Again the interaction between Disability
and Human Resources is highlighted, demonstrating this department’s importance in recruitment. It also interacts with
Opportunity and Rights and, to a lesser extent, Law and Opportunity. e fact that the code Opportunity is related to these
other codes may be an aspect to consider for recruitment, as shown by the use of the word Opportunity and its frequency.
“e Human Resources department should have already been prepared for that” (Participant 12).
“ey must have it (disability training). at’s the problem; they must have it. Human Resources must have it; I won’t give in on that.
Human Resources are the ones who have to know how to work with a person with a disability because we are just like anyone else,
full stop. I’m very sorry, but I can’t change my arm; it’s an obligation” (Participant 6).
In my case […] in the company where I work, Human Resources and such do help a lot with the inclusion of people with disability
in the workplace, especially providing training to middle managers and even supervisors about working with individuals with
disabilities. However, it’s obviously something complex” (Participant 3).
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Figure 4. Disability linked to Specic Codes
Figure 4.
D
isability linked to Specific Codes
Source: created by the authors using Atlas.ti
4. Conclusions
Based on the results
,
the following conclusions were made:
-
There is no inclusive culture.
People with disabilities do not perceive an inclusive
culture in the audiovisual companies where they work or have worked. The
non-existent
or almost n
on-existent
frequency of terms such as Values, Ethics, Responsibility
,
or
Principles in their discourse (all elements of the culture)
demonstrates
that these
companies do not have a culture where disability is
considered.
-
Subsidised talent.
S
ubsidies, and not only an inclusive
work
policy based on co
r
porate
values,
are the
primary
source of employme
n
t. The high frequency of words such as
Employment, Contract or Subsidy show
s
a
discourse highly focused on the
issue
of
recruitment
and job stability.
-
Colleagues
as
leverage for integration.
Regarding the other elements of corporate
culture, and relationships, the
code
Colleagues
appeared inductively in the discourse and
was
prominent
. Therefore, we
reflected
on
its
value as a
critical
element for integration,
more than we might have
expected
. It is more frequent than Boss. The discourse
shows
a
lack of middle and senior management
for
guaranteeing
and ensur
ing
the integration of
individuals with disabilities
and
their ability to work w
ell.
-
Human Resources must have disability training.
A
Human Resources department with
specific training is
the
key to
recruitment
. The frequency of this term and the interaction
with C
SR.
, Disability and Law (Table
s
8 and 9) shows that this department is fundamental
for
recruitment
and professional development. The need for specific training related to
Disability is explicitly
stated
several times.
-
The opportunity for inclusion.
This specific code, Inclusion, is the only one with a
high
frequency;
it
also
interacts with Opportunity but has a low interaction with terms such as
Source: created by the authors using
Atlas.ti
4. Conclusions
Based on the results, the following conclusions were made:
–
ere is no inclusive culture.
People with disabilities do not perceive an inclusive culture in the audiovisual companies
where they work or have worked. e non-existent or almost non-existent frequency of terms such as Values, Ethics, Respon
-
sibility, or Principles in their discourse (all elements of the culture) demonstrates that these companies do not have a culture
where disability is considered.
–
Subsidised talent.
Subsidies, and not only an inclusive work policy based on corporate values, are the primary source of
employment. e high frequency of words such as Employment, Contract or Subsidy shows a discourse highly focused on the
issue of recruitment and job stability.
–
Colleagues as leverage for integration.
Regarding the other elements of corporate culture, and relationships, the code Co
-
lleagues appeared inductively in the discourse and was prominent. erefore, we reected on its value as a critical element for
integration, more than we might have expected. It is more frequent than Boss. e discourse shows a lack of middle and se
-
nior management for guaranteeing and ensuring the integration of individuals with disabilities and their ability to work well.
–
Human Resources must have disability training.
A Human Resources department with specic training is the key to re
-
cruitment. e frequency of this term and the interaction with CSR., Disability and Law (Tables 8 and 9) shows that this de
-
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partment is fundamental for recruitment and professional development. e need for specic training related to Disability is
explicitly stated several times.
–
e opportunity for inclusion.
is specic code, Inclusion, is the only one with a high frequency; it also interacts with
Opportunity but has a low interaction with terms such as CSR. or values. ese results show a diuse discourse, moderately
conclusive quantitatively but not at all qualitatively.
–
Inclusion is linked to CSR.
e interaction between CSR. with terms such as Inclusion, Opportunity, Law, Disability and
Human Resources (Table 7 and 8) conrms the importance of CSR. for inclusion, either through compliance with the law or
voluntarily. Participants refer to CSR when referring to possible inclusion.
–
CSR and Human Resources, allies.
As indicated, the interaction of these terms shows the need for close collaboration be
-
tween these departments, as expressed by the participants.
5. Discussion
e literature review has provided insight into the current situation of disability in organisations’ management from a corporate
culture perspective, as proposed in PO1. While the institutions’ reports and the sector’s initiatives promote inclusion under
the umbrella of the 2030 Agenda, the scientic literature shows a very dierent scenario. e lack of production on this topic
(corporate culture-disability) made it necessary to broaden the object of study. e results show prejudices and stereotypes
as barriers (Llorente-Barroso
et al.
, 2023; López-Cepeda
et al.
, 2021; I.L.O., 2022), but employers are satised with these
individuals’ job performance (Analuiza
et al.
, 2020). In any case, the main conclusion is that there are no references regarding
corporate culture or disability.
Regarding the analysis of the focus groups, we must consider that this research uses a quantitative approach that requires
further analysis to examine the qualitative aspects of the analysis. ese qualitative aspects will provide a more accurate
understanding of the frequencies in the use of terms.
e analysis of the groups demonstrates that the opinion of individuals with disabilities on corporate culture and disability
and their inclusion in the audiovisual sector, where they work (PO2) is that there is no such culture, as there is no mention
of values, principles or responsibility, which are fundamental to culture (Mena-Méndez, 2019). Moreover, it contradicts the
United Nations Strategy for Disability Inclusion (United Nations, 2019), which focuses on employment as the path to inclusion.
Inclusion is not perceived as part of the corporate culture (SO2.1). Even though e U.N. (2015), the 2030 Agenda and initiatives
such as
Red Acoge (2022)
are committed to inclusion
.
erefore, there is a gap between the proposals and reality.
Regarding the issues that aect their work due to the organisation’s corporate culture and management of disability and
inclusion (SO2.2), the main problem is fundamental: individuals with disabilities are not hired under the same conditions
as non-disabled people. Laws and subsidies are needed to make this happen. ere is no inclusion, even if inclusion is the
solution (U.N., 2019; I.L.O., 2022).
erefore, when determining the corporate culture related to disability in the audiovisual sector (SO2.3), we can arm that
there is no such culture, as the management does not work towards inclusion. is data contrasts with Analuiza
et al.
(2020)
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ISSN: 1696-019X / e-ISSN: 2386-3978
and Lindsay
et al.’s
(2018) work, demonstrating these workers’ contributions to the company. Despite this, CSR is leading this
emerging initiative, with Human Resources acting as a lter.
Concerning identifying the problems and opportunities that those involved detected (SO2.4), the main issue is that there
is no inclusive culture in companies, and these individuals do not perceive specic initiatives because they do not come
from management
(Adecco Foundation, 2022). Despite Meléndez-Labrador’s work (2016) on the contribution that internal
communication can make. Although this priority is stated (U.N. & Accenture, 2021), the need for new forms of employment and
labour relations that integrate disability and inclusion is not conveyed to managers and colleagues, as requested by Fundación
ONCE and I.L.O. (2021). Concerning opportunities, new professional proles supported by new technologies are highlighted,
as demanded by numerous agents (Fundación ONCE & I.L.O., 2021).
Inclusion is not promoted (SDG10), and the lack of opportunities perpetuates stereotypes and prejudices (Bengoetxea-
Alkorta, 2014). However, an opportunity is on the horizon. e fact that the term inclusion has a high frequency shows a
certain awareness in society. Using the word inclusion shows that people are discussing a new way of managing disability
in the corporate culture and, therefore, in the company. e main opportunity comes from CSR but goes hand in hand with
Human Resources (Fundación Adecco, 2022).
Finally, it is worth highlighting the opportunity for inclusion; although limited, appears in the results. “Having a coherent
organisational culture with a mission and values that dierent professional proles can identify with” (Seres & Talengo
Foundation, 2020, p. 21). Culture can and must be the catalyst that makes this philosophy a reality. is vision can be eectively
realised by implementing all aspects of an inclusive culture.
6. Acknowledgements
is article has been translated into English by Sophie Phillips, whose work we appreciate.
is article is part of the Project “
Discapacidad y Competencias Digitales en el Sector Audiovisual-COMPENSA
” (PID2019-
105398RB-C21) from the Ministry of Science and Innovation, R&D&i State Plan oriented towards society’s challenges.
Ministerio de Ciencia e Innovación, Plan Estatal de I+D+i Orientada a los Retos de la Sociedad. Modalidad Retos Investigación.
Convocatoria 2019. Modality Research challenges, Call 2019.
7. Specic contribution from each author
Name and surname
Conception and design of the workCarmen Llorente-Barroso and Mónica Viñarás-Abad
Metodology
Carmen Llorente-Barroso and Mónica-Viñarás Abad
Data collection and analysisMónica-Viñarás Abad, Luis Mañas-Viniegra and Isidro Jiménez-Gómez
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Discussion and conclusionsMónica Viñarás-Abad and Carmen Llorente-Barroso
Drafting, formatting, revision and approval of
versions
Mónica Viñarás-Abad, Carmen Llorente-Barroso, Luis Mañas-Viniegra
and Isidro Jiménez-Gómez
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ISSN: 1696-019X / e-ISSN: 2386-3978
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