ACCESSIBILITY IN ESG, HR, DIGITAL TRANSFORMATION AND EMERGENCY SERVICES

EDITA BOKOR
, Bucharest University of Economic Studies, Romania
ORCID: 0009-0002-8702-738X
Email: bokoredita24@stud.ase.ro

MANUEL-VICTORAȘ STĂNILĂ
, Bucharest University of Economic Studies, Romania
ORCID: 0009-0000-5496-8103
Email: victor.stanila@amp.ase.ro
(corresponding author)

CRISTI DANIEL LĂȚEA
, Bucharest University of Economic Studies, Romania
ORCID: 0009-0006-2058-5044
Email: lateacristi24@stud.ase.ro

MADLENA NEN
, Bucharest University of Economic Studies, Romania
ORCID: 0000-0001-8065-7560
Email: madlenanen@yahoo.com

DOI: https://doi.org/10.24818/cike2025.04

Pages: 40–46

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Abstract

Abstract:  Accessibility has become an important policy priority, anchored in frameworks such as the UN CRPD, the EU Web Accessibility Directive, and the European Accessibility Act. Yet in management scholarship and practice it is still treated mainly as compliance. This paper investigates why accessibility, though referenced in ESG reporting, HR/DEI frameworks, and digital transformation, has not yet been institutionalized as a distinct management strategy. We reviewed 2020–2025 peer-reviewed articles and EU policy reports retrieved from Scopus, Web of Science, and Google Scholar; thematically coded references to accessibility across ESG, HR/DEI, digital transformation, and public-sector management; and conducted an analytical gap assessment against the defining features of fundamental strategies (scope, objectives, performance measures, long-term orientation). Accessibility is largely compliance-driven across domains. It is often implemented as an add-on or technical adjustment rather than as a proactive, value-creating framework. Positive developments—such as Romania’s SMS-113 service and AI-enabled tools in emergency call management—demonstrate potential but remain isolated improvements. Reframing accessibility as a strategic asset could generate competitive advantages and strengthen organizational resilience. Institutionalizing it as a fundamental management strategy could also catalyze digital innovation and enhance public value. The paper contributes a clear research agenda and a rationale for developing an Accessibility Strategy Framework. This framework aims to guide organizations and public institutions beyond mere compliance toward inclusive, high-performance design.

Keywords: Accessibility, strategic management, ESG, diversity and inclusion, digital innovation, public sector, 112 emergency services

JEL Classification: M10, M14, O33, H83, I18

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