Search results

It has long been recognised that social institutions, including business organisations, must obtain social approval for their continued operations. Recently, economic performance and social and environmental (SE) performance have become increasingly important issues of interest to stakeholders, including shareholders. It is expected that companies will increasingly report SE and economic performance as a response to public pressure in securing their right to operate within society. This paper aims to address these issues.

This study uses the extended performance‐reporting framework to capture reporting in the Australian mining industry. Based on legitimacy theory, it then examines, ex post, whether the sample companies may have adopted all four of Lindblom's strategies in their voluntary extended performance reporting within their annual reports. It also assesses the extent to which each of these four strategies may have been adopted. In addition to what was reported, this study analyses what was not reported, or the absence of disclosure, which has been ignored in prior research.

The analysis shows that the sample companies may have adopted all four of Lindblom's strategies in their voluntary disclosure within their annual reports.

The paper explores the various strategies adopted by companies when reporting SE performance.

The purpose of this paper is to provide a descriptive analysis of Balanced Scorecard (BSC) usage among companies on the Thai stock exchange; and to assess the performance effects of this BSC use.

Sample organisations were surveyed through a questionnaire and the results used to examine whether the extent and manner of BSC use are significantly associated with satisfaction with financial performance and whether higher types of BSC usage result in higher satisfaction with financial performance.

Around 33 per cent of companies that had implemented the BSC did not employ cause‐and‐effect relationships. The study found no significant association between types of BSC usage and company size. There were no significant differences in satisfaction and perceived benefits gained from using different types of BSC. Also, the extent of BSC use is not significantly different between different types of BSC usage. Further, the extent and manner of BSC use are not significantly associated with all performance variables.

Owing to the small sample size, the results from the study make generalisation difficult. Future research may replicate the study using a larger sample size, testing financial performance implications with stock returns.

The paper examines whether BSC use actually results in the claimed benefits and positive performance effects.