Purpose This paper aims to examine how a Brazilian educational institution has transformed its diversity management practices regarding people with disabilities over time, highlighting the organisational, cultural and structural dynamics that shape inclusion processes. Design/methodology/approach This study adopts a longitudinal qualitative case study design, comparing two research phases conducted in 2019 and 2024 within the same institution. Data collected through semi-structured questionnaires administered to employees with disabilities and human resources professionals. The material was analysed using Bardin’s (2011). Findings The results indicate a shift from a predominantly compliance-oriented approach to a more culturally embedded model of inclusion. Key advances include the institutionalisation of inclusive policies, increased leadership engagement and the integration of diversity goals into organisational planning. Research limitations/implications This study contributes theoretically by articulating the social model of disability with organisational culture, diversity management and intersectionality frameworks. The single-case design limits generalisation but allows in-depth contextual analysis. Practical implications Practical implications include the importance of leadership accountability, cross-functional integration of diversity practices and the use of multidimensional indicators (beyond hiring rates) to monitor inclusion. Social implications This study provides evidence-based guidance for managers and policymakers seeking to embed inclusion of people with disabilities into organisational culture effecting intersectional social exchange. Originality/value By linking inclusive management to cultural and structural organisational change, this study extends current debates on diversity management and disability inclusion. It demonstrates how institutions can move beyond symbolic compliance towards meaningful and sustainable inclusion.
Batista et al. (2026) studied this question.