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This paper aims to examine the coverage of and trends in reporting content elements in the integrated reports of the Sri Lankan companies following the International Integrated Reporting Framework (IIRF).

Based on a comprehensive checklist developed on the content elements of the IIRF, 171 corporate integrated reports were content-analyzed over a period of three years. The results were theorized subsequently using the legitimacy theory.

The study identifies that the extent of and trend in the coverage of content elements of the IIRF have increased during the period under consideration despite some under-addressed areas. It indicates that Sri Lankan companies are making progress in the preparation of integrated reports in line with the IIRF, which provides evidence in support of both strategic and institutional perspectives of the legitimacy theory because of the proactive actions taken by managers to acquire legitimacy along with the other normative and mimetic pressures available in the IR landscape.

This is one of the first studies that evaluate the compliance of IR adopters with the IIRF overtime in the entirety of a single country. It also develops a comprehensive index to capture the disclosure requirements of IR and extends the analysis to a voluntary context using both strategic and institutional perspectives of the legitimacy theory.

This paper aims to explore how the integrated thinking of a chief executive officer (CEO) impacts the management’s orchestration of the six capitals to create value in an organization.

Following a case study approach, data was gathered on two business organizations in Sri Lanka through interviews, focus group discussions and documentary analyzes. Thematic and cross-case analyzes were used in analyzing the data based on an analytical framework that was developed using systems and resource orchestration theories.

The study finds that the integrated thinking perspective of the CEO determines which capitals to embrace in the pursuit of value creation by an organization. A broader perspective on the integrated thinking of the CEO can lead to a sustainable perspective for value creation focusing on integrated corporate responsibility. On the contrary, a constrained perspective of integrated thinking can lead to a business case perspective for value creation that focuses mainly on the key areas of responsibility extended for operational efficiency. These different perspectives result in differences in value creation in organizations over time.

The capitals embraced in the integrated thinking perspective of a CEO should be translated into objectives, strategies and performance measurement and implemented at every level of the company to create value. This perspective of a CEO can be institutionalized through the adoption of accredited management systems. To foster value creation, managers should use a variety of information technology platforms and internal networks.

This is one of the first studies that explore how the perception of integrated thinking of the CEO impacts value creation in an organization through a combination of resource orchestration and systems thinking theory lenses.

This study aims to examine the determinants and consequences of integrated reporting (IR) disclosures of listed non-financial firms in an emerging economy.

This study uses data from 39 listed non-financial firms that had adopted IR disclosure framework in Sri Lanka for the period from 2011 to 2018. Firm size, growth opportunity, profitability and firm age are considered significant determinants of IR disclosure, while their consequences are measured in terms of share price, Tobin’s Q, return on assets and return on equity. The authors used the results of the correlation and panel regression analyses to draw this study’s conclusions.

This study finds that firm size and age are the significant determinants of IR disclosure, which is consistent with this study’s expectations. Considering the consequences of IR disclosure, only share price and Tobin’s Q show significant results as per the panel regression analyses.

The findings of this study would be useful in the decision-making processes of existing and prospective investors, regulators, policymakers and society at large. Further, the findings of this study communicate the benefits of this new reporting paradigm in shaping their disclosures in the annual corporate reporting process.

Although existing studies attempted to examine the determinants of IR disclosure and its consequences as isolated studies, this study provides new insights by merging these two aspects into a single study and consider several determinants and consequences as well.

The popular uprising (Aragalaya) combined a protest movement with a movement towards commons or a solidarity economy. The popular uprising from March to August 2022 was a reaction to the authoritarian heteropatriarchal Rajapaksa regime, which drained public revenues instigating an economic crisis. The Aragalaya was based on non-violence, independence from political parties, participatory democracy, collective leadership, politico-aesthetic strategies (art activism) and collective learning. While there were multiple contradictions, along with state repression, the Aragalaya expressed new forms of solidarity, strengthening struggles for democracy and citizenship.

The objective of the present study is to identify and analyze a set of critical success factors (CSFs) for ice-cream industry [cold chain management (CCM)] that helps in increasing the efficacy, quality, performance and growth of the supply chain organization.

A questionnaire survey with companies in ice-cream sector and a panel study with experts were conducted to identify and validate CSFs and their associated sub-factors. Eight CSFs identified from the cold chain domain vetted for the ice-cream industry and then prioritized by using one of the most well-known decision-making frameworks, Decision-Making Trial and Evaluation Laboratory. The general verdicts of the modelling and its application to the real-world case have been tested through an ice-cream company supply chain.

The result shows that the significant CSFs accountable for the growth of the ice-cream industry are the infrastructure and capacity building, consistent product improvement and operational efficiencies of the value chain. Subsequently, it was identified that the use of IT and related technologies and improved processes for operations also play a considerable role in the performance of ice-cream industry.

The study successfully outlines the effective CCM practices for critical issues. The proposed methodology and factor modelling case demonstration might be useful in analyzing the logistic chains of products such as fruits, drugs and meat.

The meritorious identification of critical areas and executing mitigation plans bring notable benefits to the firms such as improved operational efficiencies, improved time to market performance and product innovation, which bring additional benefits to the producers.