The Phased Development of Introducing and Advancing Disability Employment in Companies: A Qualitative Study Using Modified Grounded Theory Approach

Background Disability employment in Japan has expanded through the statutory employment quota system, yet the internal organizational process through which companies move beyond legal compliance toward voluntary, sustained engagement remains insufficiently understood. Objective This study aimed to clarify the process through which disability employment initiatives in Japanese companies evolve from legal compliance obligations to strategic organizational resources. Method Semi-structured interviews were conducted with human resources personnel from ten companies meeting the statutory employment rate. Verbatim transcripts were analyzed using the Modified Grounded Theory Approach (M-GTA). Results Analysis revealed four developmental stages: Mandatory Introduction, Operational Challenges and Learning, Orientation Toward Organizational Growth, and Strategic Initiatives. Fifteen concepts were generated and organized into six subcategories and four categories. Conclusion Companies initially adopt disability employment passively for legal compliance but progressively transform through experiential learning, external collaboration, and cultural change, ultimately integrating disability employment as a strategic resource. These findings provide empirical insights for building sustainable inclusive organizations.