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Book part
Publication date: 12 March 2020

Sergio Paternostro

There are still many different theoretical approaches and practical interpretations about what an integrated report is. Starting from this premise, the overall purpose of…

Abstract

There are still many different theoretical approaches and practical interpretations about what an integrated report is. Starting from this premise, the overall purpose of this chapter is to critically analyze the relationship between integrated reporting (IR) and social/sustainability disclosure. Indeed, although some scholars considered IR as a tool to improve the sustainability approach of the companies allowing to disclose more relevant social information, others are more critical about the potentiality of IR to improve social disclosure. Therefore, the general research question is: Is there a natural link between IR and social disclosure (true love) or is the IR a practice to “normalize” the social disclosure and accounting (forced marriage)?

In the attempt to provide a preliminary answer to the research question, the chapter analyzes what is the approach of three categories: (1) academics; (2) soft-regulators; and (3) companies. From the methodological point of view, a mixed method of analysis has been adopted.

From the analysis of the three different points of view, IR can be considered as a “contested concept” because of the heterogeneous and sometimes conflicting interpretations and implementation that are done on this type of report. This leads to relevant theoretical and practical implications.

Details

Non-Financial Disclosure and Integrated Reporting: Practices and Critical Issues
Type: Book
ISBN: 978-1-83867-964-4

Keywords

Book part
Publication date: 29 December 2016

Mariya Gubareva and Maria Rosa Borges

This chapter reassesses the economics of interest rate risk management in light of the global financial crisis by developing a derivative-based integrated treatment of…

Abstract

This chapter reassesses the economics of interest rate risk management in light of the global financial crisis by developing a derivative-based integrated treatment of interest rate and credit risk interrelation. The decade-long historical data on credit default swap spreads and interest rate swap rates are used as proxy measures for credit risk and interest rate risk, respectively. An elasticity of interest rate risk and credit risk, considered a function of the business cycle phases, maturity of instruments, economic sector, creditworthiness, and other macroeconomic parameters, is investigated for optimizing economic capital. This chapter sheds light on how financial institutions may address hedge strategies against downside risks implementing the proposed derivative-based integrated treatment of interest rate and credit risk assessment allowing for optimization of interest rate swap contracts. The developed framework of integrated interest rate and credit risk management is of special importance for emerging markets heavily dependent on foreign capital as it potentially allows emerging market banks to improve risk management practices in terms of capital adequacy and Basel III rules. Analyzing diversification versus compounding effects, it allows enhancing financial stability through jointly optimizing Pillar 1 and Pillar 2 economic capital.

Article
Publication date: 4 September 2009

Florian Johannsen and Susanne Leist

The purpose of this paper is to develop a proposed Six Sigma approach for integrated solutions of goods and services.

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Abstract

Purpose

The purpose of this paper is to develop a proposed Six Sigma approach for integrated solutions of goods and services.

Design/methodology/approach

This conceptual paper follows the principles of design research in developing a Six Sigma approach for integrated solutions. The approach is tested in practice in the context of a financial services company in the automotive industry.

Findings

The study demonstrates that the differential characteristics of service processes and manufacturing processes must be taken into account when developing a Six Sigma approach for integrated solutions. Evaluation of the proposed approach in cooperation with a financial services company reveals considerable benefits.

Research limitations/implications

The detailed description of the approach is limited to the “Define” phase of the Six Sigma program. Moreover, the proposed approach is tested in only one setting; its application in other settings should be an objective for future research.

Practical implications

The paper provides practitioners with a structured Six Sigma approach for integrated solutions.

Originality/value

The paper is the first to propose a Six Sigma approach for integrated solutions of goods and services.

Details

Managing Service Quality: An International Journal, vol. 19 no. 5
Type: Research Article
ISSN: 0960-4529

Keywords

Article
Publication date: 1 August 2016

Pravin P Tambe and Makarand S Kulkarni

The traditional practice for maintenance, quality control and production scheduling is to plan independently irrespective of an interrelationship exist between them. The…

Abstract

Purpose

The traditional practice for maintenance, quality control and production scheduling is to plan independently irrespective of an interrelationship exist between them. The purpose of this paper is to develop an approach for integrating maintenance, quality control and production scheduling. The objective is to investigate the benefits of the integrated effect in terms of the expected total cost of system operation of the three functions.

Design/methodology/approach

The proposed approach is based on the conditional reliability of the components. Cost model for integrating selective maintenance, quality control using sampling-based procedure and production scheduling is developed using the conditional reliability. An integrated approach is such that, first an optimal schedule for the batches to be processed is obtained independently while the maintenance and quality control decisions are optimized considering the optimal schedule on the machine. The expected total cost of conventional approach, i.e. “No integration” is calculated to compare the effectiveness of integrated approach.

Findings

The integrated approach have shown a higher cost saving as compared to the independent planning approach. The approach is practical to implement as the results are obtained in a reasonable computational time.

Practical implications

The approach presented in this paper is generic and can be applied at planned as well as unplanned opportunities. The proposed integrated approach is dynamic in nature, as during maintenance opportunities, it is possible to optimize the decision on maintenance, quality control and production scheduling considering the current age of components and production requirement.

Originality/value

The originality of the paper is in the approach for integration of the three elements of shop floor operations that are usually treated separately and rarely touched upon by researchers in the literature.

Details

International Journal of Quality & Reliability Management, vol. 33 no. 7
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 27 August 2014

Judy Brown and Jesse Dillard

The purpose of this paper is to critically assess integrated reporting so as to “broaden out” and “open up” dialogue and debate about how accounting and reporting…

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Abstract

Purpose

The purpose of this paper is to critically assess integrated reporting so as to “broaden out” and “open up” dialogue and debate about how accounting and reporting standards might assist or obstruct efforts to foster sustainable business practices.

Design/methodology/approach

The authors link current debates about integrated reporting to prior research on the contested politics of social and environmental reporting, and critiques of the dominance of business case framings. The authors introduce research from science and technology studies that seeks to broaden out and open up appraisal methods and engagement processes in ways that highlight divergent framings and politically contentious issues, in an effort to develop empowering designs for sustainability. The authors demonstrate the strong resonance between this work and calls for the development of dialogic/polylogic accountings that take pluralism seriously by addressing constituencies and perspectives currently marginalized in mainstream accounting. The authors draw and build on both literatures to critically reflect on the International Integrated Reporting Council's (IIRC, 2011, 2012a, b, 2013a, b) advocacy of a business case approach to integrated reporting as an innovation that can contribute to sustainability transitions.

Findings

The authors argue that integrated reporting, as conceived by the IIRC, provides a very limited and one-sided approach to assessing and reporting on sustainability issues. While the business case framing on which it rests might assist in extending the range of phenomena accounted for in organizational reports, it remains an ideologically closed approach that is more likely to reinforce rather than encourage critical reflection on “business as usual” practices. Recognizing that the meaning and design of integrated reporting are still far from stabilized, the authors also illustrate more enabling possibilities aimed at identifying and engaging diverse socio-political perspectives.

Practical implications

Science and technology studies research on the need to broaden out and open up appraisal methods, together with proposals for dialogic/polylogic accountings, facilitates a critical, nuanced discussion of the value of integrated reporting as a change initiative that might foster transitions to more sustainable business practices.

Originality/value

The authors link ideas and findings from science and technology studies with literature on dialogic/polylogic accountings to engage current debates around the merits of integrated reporting as a change initiative that can contribute to sustainability. This paper advances understanding of the role of accounting in sustainability transitions in three main ways: first, it takes discussion of accounting change beyond the organizational level, where much professional and academic literature is currently focussed, and extends existing critiques of business case approaches to social and environmental reporting; second, it emphasizes the political and power-laden nature of appraisal processes, dimensions that are under-scrutinized in existing accounting literature; and third, it introduces a novel framework that enables evaluation of individual disclosure initiatives such as integrated reporting without losing sight of the big picture of sustainability challenges.

Details

Accounting, Auditing & Accountability Journal, vol. 27 no. 7
Type: Research Article
ISSN: 0951-3574

Keywords

Book part
Publication date: 30 November 2020

Kaplan Uğurlu

The concept of integrated marketing has been recognized as a key factor in marketing literature. Integrated marketing has changed from being a customer-centric system to a…

Abstract

The concept of integrated marketing has been recognized as a key factor in marketing literature. Integrated marketing has changed from being a customer-centric system to a customer-facing process and is the past, present, and future of marketing. This type of marketing helps build brand awareness and equity in order for people to know, trust and ultimately choose your brand over competitors. It ensures that a message is communicated via different platforms according to a specific strategy. Integrated marketing has now become more important than ever before and focusing on the customer and their requirements involve a more integrated view with a big emphasis on digital, traditional and the physical world all working together. If practiced properly, integrated marketing approach is a healthy balance that can yield unlimited results beneficial to the organization’s goals. This approach should be practiced not only for one department but also all departments at hotel companies should be included.With that in mind, hotels have begun applying this notion as part of their everyday outreach. Specifically, marketing methods and strategies will vary from hotel to hotel and some significant factors to analyze and research prior to drafting are: property size, management structure, type of ownership and type of hotel (luxury, business, hi-tech, economy, etc.), area demographics and psychographics, as well as the dynamics of the internal and external environment. The need for studying integrated marketing in the hotel context has been emphasized in this research which revealed that marketing strategies are crucial for hotel companies to raise their brand value and equity. In this respect, it is stressed that strategies can shape a positive hotel brand perception within the customer’s mind.

Details

The Emerald Handbook of ICT in Tourism and Hospitality
Type: Book
ISBN: 978-1-83982-689-4

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Article
Publication date: 22 April 2020

Oksana Lentjušenkova and Inga Lapiņa

Nowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the…

Abstract

Purpose

Nowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.

Design/methodology/approach

The developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.

Findings

Elaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.

Research limitations/implications

The approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.

Originality/value

In previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.

Details

Business Process Management Journal, vol. 26 no. 7
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 27 August 2014

Wendy Stubbs and Colin Higgins

The purpose of this paper is to investigate the internal mechanisms employed by early adopters of integrated reporting in Australia to manage their reporting process and…

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Abstract

Purpose

The purpose of this paper is to investigate the internal mechanisms employed by early adopters of integrated reporting in Australia to manage their reporting process and explores whether integrated reporting is stimulating innovative disclosure mechanisms.

Design/methodology/approach

The study was based on in-depth semi-structured interviews with organisations in varying stages of implementing integrated reporting. In total, 23 interviews were conducted with sustainability managers, finance managers and communications managers across 15 organisations. A content analysis of the interviews was undertaken using qualitative coding techniques.

Findings

While the organisations that are producing some form of integrated report are changing their processes and structures, or at least talking about it, their adoption of integrated reporting has not necessarily stimulated new innovations in disclosure mechanisms. This study did not uncover radical, transformative change to reporting processes, but rather incremental changes to processes and structures that previously supported sustainability reporting.

Research limitations/implications

A major limitation of this research study was the small sample of organisations and stakeholders that participated, and the single-country focus. Finance, accounting and strategy people were particularly under-represented in this study, as well as external stakeholders, and the conclusions can only be tentative until further tested.

Practical implications

This paper sheds light on the practices of early adopters of integrated reporting, and their learning could inform other organisations considering an integrated reporting approach.

Originality/value

As an emerging phenomenon, there are few empirical studies exploring integrated reporting practices and this paper provides some insights into integrated reporting in Australia.

Details

Accounting, Auditing & Accountability Journal, vol. 27 no. 7
Type: Research Article
ISSN: 0951-3574

Keywords

Article
Publication date: 13 July 2022

N.L.E. Abeywardana, S. M. Ferdous Azam and L.T. Kevin Low

This study aims to offer empirical evidence on how integrated thinking affects the integrated reporting (IR) practice and how integrated thinking originates from board and…

Abstract

Purpose

This study aims to offer empirical evidence on how integrated thinking affects the integrated reporting (IR) practice and how integrated thinking originates from board and management involvement, cross-functional integration and integral link between capitals and strategies.

Design/methodology/approach

This study is cross-sectional and uses a mixed-method approach. The empirical data for the quantitative approach were collected from the 129 public companies listed on Colombo Stock Exchange in Sri Lanka. The personale responsible for preparing the annual report are selected as the respondents of this study. This study used partial least square modelling to test the hypotheses. The quantitative approach results are triangulated across a qualitative research approach in semi-structural interviews with ten responsible officers of integrated reporting practices.

Findings

The central finding of this study is the significant positive relationship between integrated thinking and integrated reporting practice. The qualitative results supported the quantitative findings and show that board and management involvement, cross-functional integration and integral link between capital and strategy enhance the integrated reporting practice. Top management and board management have positive beliefs about the integrated reporting practice; they initiate, encourage, influence, involve and support it. Furthermore, all company departments are involved with the integrated reporting led by the finance department and practice good coordination, communication and collaboration between departments. Moreover, it also evidenced their concern about the linkage between capital and strategy and how they do it in their organisation when practising integrated reporting.

Research limitations/implications

The firms which intend to practice or enhance integrated reporting will be benefited from this study. Hence, this research assists in constructing IT through the direct role of the board and senior leadership, breaking down silos to diffuse IR throughout structures and processes, and concentrating on strategies while managing their capitals and relationships over the long term.

Originality/value

This study provides the initial quantitative empirical evidence on the impact of integrated thinking on integrated reporting practice. To the best of the authors’ knowledge, this study is the first to operationalise both integrated thinking and integrated reporting based on a questionnaire that developed and tested both constructs as higher-order reflective formative and on the relationship between integrated thinking and integrated reporting. The mixed-method approach to examine the relationship between integrated thinking and integrated reporting provides additional insights into the existing literature.

Details

Journal of Financial Reporting and Accounting, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1985-2517

Keywords

Article
Publication date: 1 September 2002

R. Meenakshi Sundaram and Sameer G. Mehta

A comparative study of three different approaches on a hypothetical supply chain model is presented. The three approaches investigated are: independent; semi‐integrated;…

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Abstract

A comparative study of three different approaches on a hypothetical supply chain model is presented. The three approaches investigated are: independent; semi‐integrated; and integrated. In the independent approach, it is assumed that decisions are made independently at three different levels. Decisions are assumed to be made at two different levels in the semi‐integrated approach. In the integrated approach, all decisions are assumed to be made at a single level.

Details

International Journal of Physical Distribution & Logistics Management, vol. 32 no. 7
Type: Research Article
ISSN: 0960-0035

Keywords

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