Search results

The purpose of this research is to understand how accounting information mobilises stakeholder salience at an industry level.

A case study method using an explanation building approach was applied to gather information surrounding dairy industry stakeholder uses of accounting information to communicate their salience, in the historical context, leading to, and the events surrounding the milk price “war” in Australia. The Mitchell et al. (1997) stakeholder salience framework was used to advance our understanding of the different ways accounting can be mobilized by stakeholders with different types of salience attributes, at an industry level.

This empirical analysis produces two insights into the relation between accounting and stakeholder salience. First, there is evidence as to how accounting information impacted on stakeholder salience at an industry level by demonstrating how accounting information (in)directly communicated and justified the increase of a stakeholder’s level of salience. Second, the Mitchell et al. (1997) model is extended by attributing levels of importance to each stakeholder attribute. It was found that, in this setting, power was the most salient attribute of the three, usurping legitimacy and urgency, leading to the outcomes observed.

This paper acknowledged the usual method limitations related to this style of qualitative research, including investigator bias and lack of statistical generalization. In addition, a second set of limitations critiques the paper’s operating framework. While the Mitchell et al. (1997) stakeholder salience model proved to be a suitable choice for this research, it is limited in the way in which stakeholder attributes are presented and used to identify stakeholders. In addition, further light may be provided on the distinctions between the different magnitudes of power, legitimacy and urgency between stakeholders after suggesting that they are not equally weighted.

The milk price “war” remains a high-profile discussion amongst the general public. This research contributes to a better understanding of how different players (stakeholders) have their salience claims mobilized through accounting information. Practitioners in the dairy industry might reflect on the findings to enhance their legitimacy pursuits in future negotiations with their counter-parties, and better deploy accounting to achieve the same.

The findings speak more broadly to notions of social equity in stakeholder relations, for the production and distribution of a product that is ubiquitously used in society (dairy – milk). The findings from this study therefore have potential to assist policymakers better understand the strategies adopted by stakeholders to impose their influence and defend their claims in a public forum, using accounting information.

The authors contend that the article provides evidence at an industry level, that is lacking in extant management accounting research (Collier, 2000). To this extent, an original contribution is claimed. The paper is also valuable to management accounting and management researchers studying stakeholder salience, and is one of the first to investigate this issue at an industry level, as well as express how accounting mobilises this salience.

This study aims to examine the impact of knowledge management processes (KMPs) on business transformation (BT) as mediated by business agility (BA).

The study is a quantitative, descriptive and analytical study. A two-stage sampling was selected. A total of 380 questionnaires were distributed using a self-administered survey to six companies representing the study context. A total of 362 questionnaires were collected and analyzed using SPSS and Path analysis (AMOS-22), with a response rate of 95.2%.

The study revealed that creation, storage, sharing and application of knowledge had statistically significant impact on BT. Moreover, the results revealed that BA had a positive effect on BT. Finally, this study confirms the mediating role of BA.

This study has several practical implications. These include, but are not limited to, more focus on both the KMPs and BT dimensions to improve their levels. There is also a need to search for other factors that can support BT efforts to enhance the growth potential and survival of business organizations.

The study confirms that KMPs can facilitate transforming of business to cope with unending environmental changes. Considering the scarcity of the available empirical as well as theoretical studies within the Jordanian as well as the overall Arab countries context, the study and its findings are expected to provide some insights and useful contribution concerning the potential mediating impact of BA, which, as revealed by the literature review, has rarely been considered in previous studies. This could open the door for further research to understand the mechanisms of BT and its predictive variables.