The quest to make accessibility a corporate article of faith at Microsoft: case study of corporate culture and human resource dimensions

Authors

  • Leonard A. Sandler,

    1. Law, Health Policy and Disability Center, University of Iowa College of Law, Iowa City, IA 52242, U.S.A.
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    • Clinical Professor, University of Iowa College of Law; Associate Director of Clinical, Educational and Special Projects, Law, Health Policy and Disability Center (LHPDC), University of Iowa College of Law; J.D., University of Maryland.

  • Peter Blanck

    Corresponding author
    1. Law, Health Policy and Disability Center, University of Iowa College of Law, Iowa City, IA 52242, U.S.A.
    • Law, Health Policy and Disability Center, University of Iowa College of Law, Iowa City, IA 52242, U.S.A.
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    • Charles M. and Marion Kierscht Professor of Law at the University of Iowa; Director LHPDC; Ph.D., Harvard University; J.D., Stanford Law School.


  • The program of research described herein is supported, in part, by grants to the second author from the National Institute on Disability and Rehabilitation Research (NIDRR), U.S. Department of Education, Microsoft Corporation, and The University of Iowa College of Law Foundation (for funding sources, see http://disability.law.uiowa.edu). The views herein reflect those of the authors and not of any funding agency or any other entity.

Abstract

This case study examines efforts by Microsoft Corporation to enhance the diversity of its workforce and improve the accessibility and usability of its products and services for persons with disabilities. The research explores the relation among the Americans with Disabilities Act of 1990, corporate leadership, attitudes and behaviors towards individuals with disabilities, and dynamics that shape organizational culture at Microsoft. Implications for Microsoft, other employers, researchers, and the disability community are discussed. Copyright © 2005 John Wiley & Sons, Ltd.

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