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Integrated thinking is central to the International Integrated Reporting Council’s (IIRC’s) integrated reporting (IR) framework, which is in turn is related to a potential resurgence of intellectual capital (IC) reporting. However, it remains unclear how key IR stakeholders understand this concept in theory or practice. The purpose of this paper is to explore how key stakeholders interpret integrated thinking; and how pilot organizations are applying integrated thinking in practice.

The study involved in-depth semi-structured interviews with key IR stakeholders in Australia, including two IR pilot organizations, one professional association, an accounting professional body, an accounting firm and two IIRC officials.

First, the IIRC has not fully defined and articulated the concept of integrated thinking, and there is no shared consensus among practitioners. Second, there is evidence of an evolving understanding of integrated thinking within practice. What remains unclear is how this understanding will develop over time.

Since interviews were conducted with a relatively small sample of participants in Australia, the results may not be generalizable across different contexts. The study emphasizes the need to interpret carefully IR’s potential contribution to organizational practice through either reporting in general, or IC reporting in particular.

Despite the centrality of integrated thinking to IR, there has been limited research to date on the concept. Clarifying what integrated thinking means in practice can improve our understanding of a key IR concept, and can advance our understanding of IR’s potential to improve IC reporting and research.

This case study aims to investigate the role of actors in the implementation of fair value standards in an emerging country, Indonesia.

This study uses semi-structured interviews with important actors within the local accounting profession, standard setting and regulatory environment, to analyse fair value accounting implementation. This study also incorporates information from press releases and newspapers, to provide a more comprehensive picture of fair value implementation.

First, professionals undertake routine actions, cultivate interests and strategically navigate their environment during the process of fair value standard implementation. Second, the role of appraisers becomes more prominent during this process. Third, government involvement is significant in ensuring the successful implementation of global accounting standards.

First, differing localised contexts, including communities and actors, may shape how an emerging country undertakes the diffusion and implementation of global standards, which in turn can also lead to institutional change. Second, government involvement is crucial in supporting the implementation of global accounting standards within emerging economies. Third, implementing market-based measurements within emerging economies characterised by a lack of an active and liquid market may present challenges.

Third, implementing market-based measurements within emerging economies characterised by a lack of an active and liquid market may present challenges.

This study applies the concept of Institutional Work within Institutional Theory to explain how fair value standards are implemented within a localised emerging economy characterised by unique actor roles and goal-directed action.

What has emerged from the first three chapters has been the increasingly global environment within which organisations operate. This is particularly so in the Asia-Pacific region, which due to its continued urbanisation, is undergoing profound economic and social change. Despite stakeholder theory offering a new perspective on the traditional principal–agent relationship that had existed implicitly between both the manager and “shareholder” and the manager and “debtholder”, little has been done theoretically to explain and predict differences in “stakeholder” prominence across countries that embody different economic and social levels of development. As mentioned in Chapter 3, a Positive Stakeholder Theory approach, which seeks to understand stakeholder prominence through an AHP, is a means by which to enrich stakeholder theory beyond the confines of the prescriptive.

This chapter examines the literature surrounding stakeholder theory. Section 2.2 outlines the nature of what is a stakeholder, whereas Section 2.3 overviews the literature on social accounting and reporting and details how it served as an antecedent to the specific literature on stakeholder management. Section 2.4 covers the mainstream literature on stakeholder management by examining the three distinct categories of stakeholder literature as outlined by Donaldson and Preston (1995): (1) descriptive; (2) instrumental; and (3) normative. The normative category includes a discussion on how the theory's fundamental aspects have been rejected outright by some authors, as a basis for a theory of the firm, due to the perceived paradox in relation to the firm's multi-fiduciary duty beyond the shareholder. Section 2.5 summarises the literature to date and outlines its main limitations, including the primary emphasis on seeking to normatively ground the theory. Section 2.6 then provides the conclusions with a table summarising the research objectives and outcomes.

The objective of this chapter is to outline the implications of the results of the study of stakeholder theory and managerial strategy. The difference in stakeholder salience between countries has implications for the strategic management of organisations, whether their operations are local or multinational. The differing perceptions of legitimacy, power, and urgency accorded to the various stakeholders within the study would appear to indicate that not all stakeholders are perceived equally across different geographical contexts. Stakeholders, as well as the organisations with which they are associated, are shaped by social, political, and economic forces. The effect of culture on organisational management has been documented extensively in previous literature.

This study seeks to elicit “organisational manager” and “managerial student” attitudes in Australia, China, and Indonesia, toward the (1) legitimacy, (2) power, and (3) urgency of selected stakeholders.¹ The three attributes constitute stakeholder “prominence” or “salience”, and are based on a stakeholder typology model by Mitchell, Agle, and Wood (1997), using a methodology proposed by Hosseini and Brenner (1992) to generate value-matrix weights.

The aim of this chapter is to outline the research methodology for the study. Section 3.2 will discuss how a positive stakeholder theory can be formulated against the contrasting philosophies of moral universals and moral relativism. The aim of this section is to explain how stakeholder claims such as employee health and safety and environmental protection represent moral universals (fundamental ethical norms) and how differences in their perceived importance have less to do with claims of moral relativism and more to do with economic and social advancement, which can thwart the fulfilment of stakeholder objectives. The conflicting philosophies can hinder a normative approach to stakeholder theory in an international context and highlight the importance of a positive theory of the firm that can explain and predict stakeholder development in different contexts.

The objective of this final chapter is to summarise the entire study through an overview of each chapter, and provide an analysis of the limitations and areas of future research. Section 7.2 provides the summary, whereas Section 7.3 outlines some of the limitations of the study, including the model itself and its assumptions, the statistical measure utilised, and the problems with the survey including the response rate. Section 7.5 highlights the potential future areas of research within stakeholder theory.