To examine the gap between employers’ espoused theories and theories-in-use regarding PwD inclusion in the Saudi Arabian workforce and identify factors that can bridge this gap.
A qualitative grounded theory approach was employed, involving in-depth interviews with 24 employers in various industries in Saudi Arabia. Data were analyzed using open coding, followed by the identification of second-order themes and aggregate dimensions.
The research reveals a significant gap between employers’ espoused beliefs, such as the value of diversity and social responsibility, and their theories-in-use, which reflect concerns about costs, accessibility and the competence of PwD. The study also highlights transformative incidents – education, leadership, cultural shifts, breaking of misconceptions and exposure to PwD – that can bridge this gap.
The findings suggest that merely creating policies is insufficient for meaningful change. Organizations and policymakers should adopt double-loop learning to challenge underlying assumptions and integrate practical, culturally informed strategies to support PwD inclusion in the workplace.
This study contributes to the limited research on employer attitudes toward PwD in Saudi Arabia and the broader Middle Eastern context. It offers actionable insights through transformative incidents that help organizations align their stated values with actual practices, promoting a more inclusive and innovative work environment.
