CORPORATE CULTURE IN INTEGRATED REPORTING

Yıl 2019, Cilt: 9 Sayı: 1, 6 - 8, 30.07.2019

Arzu Ozsozgun Caliskan Emel Esen

https://doi.org/10.17261/Pressacademia.2019.1055

Öz

Purpose- Corporate culture represents shared
values, assumptions, norms, beliefs and strategies of the organization. Both
national and corporate culture can effect the level of corporate transparency regarding strategic, economic,
social, environmental and governance performance. The main purpose of this study is to
understand the role of cultural system in integrated reporting.

Methodology- There is a lack of research on
managerial attitudes and culture on integrated reporting. In this study, we
make theoretical suggestions for further studies to understand cultural
dimensions and its role in integrated reporting.

Findings- Findings
show that stakeholders’ expectations in different cultural system can shape the
presented information in integrated reports how the organization operates and
how it creates and maintains value. Therefore, it is suggested that integrated
reports can determined by a corporate cultural system. Also, higher corporate
responsibility as an important aspect of a culture can effect the publishing
integrated reports.

Conclusion- Companies
should adapt the differences in corporate rules, structures, all cultural
mechanisms to the practice of integrated reporting. Furthermore, they should be
more concerned with internal process and improving their culture while focusing
on reporting.

Anahtar Kelimeler

Corporate culture, national culture, stakeholders, integrated report

Kaynakça

• Adams, C. A., & Frost, G. R. (2008). Integrating sustainability reporting into management practices. In: Accounting Forum. Elsevier, 32(4), 288-302.
• ASSC (1975), “The Corporate Report,” Discussion Paper-Accounting Standards Steering Committee: London.
• Chandler, J. D., & Teckchandani, A. (2015). Using social constructivist pedagogy to implement liberal learning in business education. Decision Sciences Journal of Innovative Education, 13(3), 327-348.
• Cheng, M., Green, W., Conradie, P., Konishi, N., & Romi, A. (2014). The international integrated reporting framework: key issues and future research opportunities. Journal of International Financial Management & Accounting, 25(1), 90-119.
• De Villiers, C., Rinaldi, L., & Unerman, J. (2014). Integrated Reporting: Insights, gaps and an agenda for future research. Accounting, Auditing & Accountability Journal, 27(7), 1042-1067.
• Dhaliwal, D. S., Radhakrishnan, S., Tsang, A., & Yang, Y. G. (2012). Nonfinancial disclosure and analyst forecast accuracy: International evidence on corporate social responsibility disclosure. The Accounting Review, 87(3), 723-759.
• Frias-Aceituno, J. V., Rodríguez-Ariza, L., & García-Sánchez, I. M. (2013). Is integrated reporting determined by a country's legal system? An exploratory study. Journal of cleaner production, 44, 45-55.
• García-Sánchez, I. M., Rodríguez-Ariza, L., & Frías-Aceituno, J. V. (2013). The cultural system and integrated reporting. International business review, 22(5), 828-838.
• Henri, J. F. (2006). Organizational culture and performance measurement systems. Accounting, organizations and society, 31(1), 77-103.
• Hernández-Madrigal, M., Blanco-Dopico, M. I., & Aibar-Guzmán, B. (2012). The influence of mandatory requirements on risk disclosure practices in Spain. International Journal of Disclosure and Governance, 9(1), 78-99.
• Jensen, J. C., & Berg, N. (2012). Determinants of traditional sustainability reporting versus integrated reporting. An institutionalist approach. Business Strategy and the Environment, 21(5), 299-316.
• Johansen, T. R. (2010). Employees, non-financial reports and institutional arrangements: A study of accounts in the workplace. European Accounting Review, 19(1), 97-130.
• Lewis, D. (1998). How useful a concept is organizational culture?. Strategic Change, 7(5), 251-260.
• Liao, Z. (2018). Corporate culture, environmental innovation and financial performance. Business Strategy and the Environment, 27(8), 1368-1375.
• Madu, B. C. (2012). Organization culture as driver of competitive advantage. Journal of Academic and Business Ethics, 5, 1.
• Molenaar, K., Brown, H., Caile, S., & Smith, R. (2002). Corporate culture. Professional Safety, 47(7), 18-27.
• The International Integrated Reporting Committee (IIRC). (2011). Towards integrated reporting. Communicating value in the 21st century. IIRC.www.theiirc.org
• The International Integrated Reporting Council (IIRC) (2019). https://integratedreporting.org/. Accessed [27.6.2019].
• Tseng, S. M. (2010). The correlation between organizational culture and knowledge conversion on corporate performance. Journal of knowledge management, 14(2), 269-284.
• Zhou, S., Simnett, R., & Green, W. (2017). Does integrated reporting matter to the capital market?. Abacus, 53(1), 94-132.