EconPapers    
Economics at your fingertips  
 

Integrated reporting and its impact on organisational change

Kazunori Ito and Masaki Iijima

International Journal of Human Resources Development and Management, 2017, vol. 17, issue 1/2, 73-88

Abstract: Integrated reporting (IR) is a way used by companies to describe a series of value creation processes and visualise a strategy. It involves many stages, from the first recognitive review of the value creation process to the implementation of organisational change. In this broad context, Eccles and Krzus (2010) assert that IR is a useful means of bringing about organisational change while ensuring sustainability. This paper discusses what path the IR process should pursue on its way toward organisational change. The authors researched possibilities of organisational change from two case studies of IR in Japanese firms and from results of interviews in Australia. The two particular uses of IR studied were in Lawson and Mitsubishi Heavy Industries (MHI). Staffs at these two companies were interviewed to assess whether the organisational changes could actually be carried out.

Keywords: integrated report; value creation process; organisational change; Mitsubishi Heavy Industries; MHI; Lawson; interview. (search for similar items in EconPapers)
Date: 2017
References: Add references at CitEc
Citations Track citations by RSS feed

Downloads: (external link)
http://www.inderscience.com/link.php?id=85262 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:17:y:2017:i:1/2:p:73-88

Access Statistics for this article

More articles in International Journal of Human Resources Development and Management from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Carmel O'Grady ().

 
Page updated 2018-05-21
Handle: RePEc:ids:ijhrdm:v:17:y:2017:i:1/2:p:73-88