This study examines how the employment practices of Japan's special subsidiaries prioritize able-bodied-and-minded employees over subordinate disabled employees, and shape hierarchies between them through ableism, and how non-disabled managers mitigate such exclusion, which is a key concept in critical disability studies.The interviews with managers of special subsidiaries and holding companies, and a critical discourse analysis, revealed that holding companies and corporate groups primarily established special subsidiaries to meet the legal quota of disabled employees, utilizing disabled employees under this objective.When corporate groups or holding companies outsource to special subsidiaries, these subsidiaries support and serve them to enhance the productivity, efficiency, and expertise of the corporate group.This promotes ableism and widens the gap between non-disabled and disabled people.On the other hand, in segregated workplaces, managers discursively constructed moderated ableism, focusing on the abled aspects of disabled employees.This demonstrates the discursive dynamics of ableism in disability employment practices based on segregation/participation.
Honda et al. (Mon,) studied this question.