1 - Bowman e Ambrosini (2003)Bowman, C., Ambrosini, V. (2003). What does value mean and how is it created, maintained and destroyed? Academy of Management Annual Meeting. Recuperado de https://bit.ly/3qnCgc4 https://bit.ly/3qnCgc4...
Article mentioned by “Value Creation – Background Paper” |
The fixed assets of the firm like buildings and machinery are enduring inert use values. Once a firm is a going concern additional forms of capital can be created . |
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2 - Crowther and Aras (2008)Crowther, D., Aras, G. (2008). Corporate social responsibility. Copenhagen: Bookboon. Book mentioned by “Value Creation – Background Paper” |
They comprise all Activities of Corporate Social Responsibility - CSR . They are the following: Sustainability, Accountability and Transparency. |
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3 - Mckinsey & Company (2010) Book mentioned by “Value Creation – Background Paper” |
Terms ‘value’ and ‘value creation.’ In its purest form, value is the sum of the present values of future expected cash flows - a point-in-time measure . Value creation is the change in value due to company performance . |
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4 - Institute for Family Business (2012)Institute for Family Business. (2012). Sustainable value creation. London: An IFB Research Foundation Publication. Document mentioned by “Value Creation – Background Paper” |
Sustainability deals with long-term issues that often have no financial counterpart , but which can have a material impact on the ability of an organisation to create long-term valu e. |
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5 - Beattie and Smith (2013)Beattie, V., Smith, S. J. (2013). Value creation and business models: Refocusing the intellectual capital debate British Accounting Review, 45(4), 243-254. doi:10.1016/j.bar.2013.06.001 Article |
Intellectual capital is bundled up in the processes and resources that are capabilities and competences that can (especially if difficult to imitate ) generate competitive advantage and hence create value. |
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6 - Kuzina (2014)Kuzina, R. W. (2014). Integrated reporting as a strategic mechanism. Actual Problems of Economics, 8(158), 385-392. Article |
IR core idea is that company value is not created alone and value can vary over time, influenced by external factors, environment, stakeholder relationships, and interdependent on access to diverse resources. Therefore, IR should focus on: 1- external environment that affects a company; 2- resources and relationships used and affected by a company; 3 - how the company interacts with the external environment and capitals to create value in the short, medium and long term.
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7 – Dumitru et al. (2015)Dumitru, M., Guşe, R. G., Feleagă, L., Mangiuc, D. M., Feldioreanu, A. I. (2015). Marketing communications of value creation in sustainable organizations: the practice of integrated reports. Amfiteatru Economic Journal, 17(40), 955-976. Recuperado de https://bit.ly/3wuimjx https://bit.ly/3wuimjx...
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The value added (VA) offers information and reflect the connections between the financial capital (dividends’ distribution, interests registered), human capital (salaries and other benefits), social capital (taxes, donations, sponsorships) and the manufactured capital (goods purchased, the depreciation) |
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8 - Adams (2015)Adams, C. A. (2015). The International Integrated Reporting Council: A call to action Critical Perspectives on Accounting, 27, 23-28. doi:10.1016/j.cpa.2014.07.001 https://doi.org/10.1016/j.cpa.2014.07.00...
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The meaning attributed to “value” and value to whom is critical in shifting the extent to which business, society and the environment co-exist in a mutually beneficial way . |
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9 - Haller (2016)Haller, A. (2016). Value creation: a core concept of integrated reporting. In C. Mio (Ed.), Integrated reporting – a new accouting disclosure (pp. 37-57). London: Palgrave Book |
Stakeholder theory presents a limited perspective, which does not clearly include the environment . However, the concept of value of the IIRC is linked to the concept of “shared value” by Porter and Kramer (2011; 2013), which supports shareholder value that includes social impacts as drivers of the value parameters. Including environmental, social and corporate governance (ESG) aspects in management strategies and decisions, leads to higher shareholder return and, and is therefore rational and profitable from a shareholder perspective thus benefiting both sides (shareholder and company). |
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The Framework doesn’t even refer to specific approaches that have already been developed to measure particular capitals individually or in bundles together . Like i) Working Group “Accounting and Reporting of Intangibles” of the Schmalenbach Association for Business Administration; ii) The Natural Capital Coalition (Natural Capital Protocol); iii) The Carbon Disclosure Project (Carbon Disclosure Project); iv) KPMG - True Value; v) New Economics Foundation - Social Return on Investment; vi) World Business Council of Sustainable Development - Redefining Value; vii) EFFAS/DVFA (ESG KPIs); viii) Global Reporting Initiative (G4Guidelines).
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10 - Barnabè (2016)Barnabè, F. (2016).'Representing' value creation: a combined approach of system dynamics and integrated reporting for the airline sector. International Journal of Applied Systemic Studies, 6(3).202-222. doi:10.1504/IJASS.2016.079085 Article |
System dynamics (SD) is a support to integrated reporting (<IR>) for a more transparent representation of value creation processes as well as strategy design and implementation, improving the understanding of past, present and future paths of value creation, qualitative maps and formal simulation models. |
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11 - Adams (2017)Adams, C. A. (2017). Conceptualising the contemporary corporate value creation process Accounting, Auditing & Accountability Journal, 30(4), 906-931. doi:10.1108/AAAJ-04-2016-2529. https://doi.org/10.1108/AAAJ-04-2016-252...
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Aimed at examining and explaining the complex interrelationships which influence the ability of firms to create value for their providers of finance and other stakeholders, referred to in practice as “integrated thinking.” This work concluded that the link between ESG risk, reputational damage and delivering on strategy is related to i) increasing investor demand for information on ESG risks; ii) the importance of board involvement in integrating environmental and social sustainability into corporate practices; iii) increasing regulatory and stock exchange requirements to disclose both ESG risks and strategy; iv) global discussions on the role of corporate reporting in achieving the Sustainable Development Goals.
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12 - Gokten and Gokten (2017)Gokten, S., Gokten, P. O. (2017). Value creation reporting: answering the question "value to whom” according to the international integrated reporting framework. Zeszyty Teoretyczne Rachunkowości, 91(147), 145-169. doi:10.5604/01.3001.0009.8028 Article |
Profit is the result of creating value in the short term; the medium-term value would be the fair value expected by investors for equity; and long-term value is the value represented to society . |
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13- Sofian (2018)Sofian, I. (2018, outubro). Approaching value creation from an integrated reporting perspective. Artigo apresentado no 6th International Scientific Conference IFRS: Global Rules and Local Use, Prague. Article |
The term ‘value’ was defined as a benefit that someone has from something, but value cannot be created without someone to access it. We live in a society where everything is connected: business with people, business with environment, business with society, society with environment. We all depend on each other. Hence, companies should try to consider as many interests as possible of its stakeholders , no matter through which instrument or method they are calculating the amount of the so-called “value” created. |
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Analysis of the various instruments used to explain value creation (Kering’s Environmental Profit & Loss Statement, KPMG’s True Value Methodology, Value Added Statement, Natural Capital Protocol) demonstrates that they are in line with the IR concept of value. The results show that KPMG’s True Value Methodology and Value Added Statement are more appropriate to the IR’s concept of value creation. However, none of the instruments is considered fully consistent with the Framework 1.0 . |
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14 - Barnabè, Giorgino and Kunc (2019) Article |
The authors proposed the Dynamic Resource-Based View (DRBV) based on the common idea that strategic resources are interconnected and have to be managed with the collaboration of all stakeholders in order to inform governance actions and create value with a holistic perspective. |
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15- Roslender and Nielsen (2020) Article |
The general failure of research on the IR approach to devote much attention to both the value creation process and the business model concept has had the consequence of overlooking the importance of customers and customer value expectations . This observation applies both to those researchers who are principally interested in the technicalities of IR and those who continue to lament the downgrading of a sustainability focus. |
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16- Kumarasinghe, Peiris, and Everett (2021) Article |
The company analyzed maintains ethical strategies, policies and behaviours with respect to its prominent stakeholders, and strategically discloses those practices, enabling it to establish and sustain competitive advantage over its competitors . |
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17- Steenkamp and Roberts (2021)Steenkamp, N., Roberts, R. (2021). Managing material value creation matters in integrated reporting. Meditari Accountancy Research. doi:10.1108/MEDAR-11-2020-1095 Article |
Results show that one of the companies analyzed uses a performance scorecard , and obtains audit assurance on key information regarding sustainability related to its value creation, which consequently validates whether this information is material and reliable. |
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18- Dameri and Ferrando (2021)Dameri, R. P., Ferrando, P. M. (2021). Value creation disclosure: the international integrated reporting framework revisited in the light of stakeholder theory Meditari Accountancy Research. doi:10.1108/MEDAR-11-2020-1103 Article |
The future of an organization depends on its ability to create value by carrying out an economically, socially and ethically useful function , starting with a clear identification of its purpose and value proposition, which involves satisfying the expectations of shareholders and stakeholders bringing the organization resources, skills and legitimacy , but to do so, the organization has to generate resources enough to feed these responses ; in other words, there has to be a balance between the value shareholders and stakeholders create and receive . |
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19- Crous and Van (2021) Article |
Results found that value-creation disclosures are mostly concerned with quantitative value creation, and that they focus on value concepts, such as returns to investors, cash flow, increase in employee numbers, and benefits to employees. However, the companies’ reports still do not include concrete statements or definitions about what value creation is considered to be; neither do they disclose qualitative value-creation concepts . |
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20- Cisi and Centrone (2021)Cisi, M., Centrone, F. A. (2021). The human capital for value creation and social impact: the interpretation of the IR’s HC definition. Sustainability, 13(13), 1-19. doi:10.3390/su13136989 Article |
IR definition of Human Capital is able to define a link between human capital, value creation, and social impact . It is not only based on people’s competencies, capabilities and experience . It is focused on motivation to innovate and on an explicit focus on ethical values, loyalty, and motivation . |
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