ABSTRACT
This chapter aims to make a contribution to the literature by introducing conceptual knowledge from the diversity research and relating it to disability management. It describes the relationship between organizational context factors and social interaction processes aimed at avoiding the negative effects of disability-related diversity. The chapter outlines the underlying processes that cause the positive effects of diversity as variety and the negative effects of diversity as separation and disparity. It reviews the differences and similarities between disability and diversity management, illustrating why knowledge from the field of diversity can contribute to disability management programs. The chapter introduces psychological interaction theories that explain how disability-related diversity influences group processes. It focuses on the practical implications of the presented theoretical reasoning and also provides recommendations for a successful disability management process. The presented practical implications and recommendations drawn from diversity research focused on designing and influencing interactive processes between employees with, and without, disabilities on the supervisor, team and organizational levels.
