Professional Documents
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Chapter 8 Unregulated corporate reporting decisions: considerations of systems-oriented theories Slides written by Craig Deegan and Michaela Rankin
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Learning Objectives
In this chapter you will be introduced to
how community or stakeholders perceptions can influence the disclosure policies of an organisation how Legitimacy Theory, Stakeholder Theory and Institutional Theory can be applied to help explain why an entity might elect to make particular voluntary disclosures organisational legitimacy and how corporate disclosures within such places as annual reports can be used as a strategy to maintain or restore the legitimacy of an organisation
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Systems-oriented theories
Legitimacy Theory, Stakeholder Theory and Institutional Theory are all systems-based theories Focus on the role of information and disclosure in the relationships between organisations, the State, individuals and groups The entity is influenced by, and influences, the society in which it operates
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Legitimacy Theory
Organisations seek to ensure they operate within the bounds and norms of their respective societies
activities are perceived to be legitimate
Bounds and norms not static so require organisation to be responsive Relies on the notion of a social contract
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Social contract
Represents the implicit and explicit expectations that society has about how the organisation should conduct its operations
legal requirements might provide the explicit terms of the contract, while other non-legislated societal expectations embody the implicit terms
Traditionally the optimal measure of performance was profit maximisation Public expectations have changed so organisations are now required to address human, environmental and other social issues
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Brown and Deegan (1998) emphasised the role of the media in shaping community expectations and showed that corporate disclosures responded to media attention Carpenter and Feroz (1992)
a US study on the choice of an accounting framework related to a desire to increase the legitimacy of an organisation
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Stakeholder Theory
Two branches of Stakeholder Theory
ethical (moral) or normative branch positive (managerial) branch
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Definition of stakeholders
Any identifiable group or individual who can affect the achievement of an organisations objectives, or is affected by the achievement of an organisations objectives (Freeman & Reed 1983)
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Secondary stakeholders
those who influence or affect, or are influenced or affected by, the corporation, but they are not engaged in transactions with the corporation and are not essential for its survival
Ethical branch does not differentiate between primary and secondary stakeholders
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Right to informationaccountability
In considering rights to information accountability is considered
the duty to provide an account or reckoning of those actions for which one is held responsible
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Specifically considers the different stakeholder groups within society, and how they should best be managed
not society as a whole like Legitimacy Theory
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Stakeholder power
Organisation will not respond to all stakeholders equally, but to the most powerful Stakeholder power is a function of the stakeholders degree of control over resources required by the organisation
e.g. labour, finance, influential media, ability to legislate, ability to influence consumption of the organisations goods and services
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Institutional Theory
Provides an explanation about why organisations tend to take on similar characteristics and form Particular organisational forms might be adopted in order to bring legitimacy to the organisation
Organisations conform because they are rewarded for doing so through increased legitimacy, resources and survival capabilities (Scott 1987, p. 498)
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Coercive isomorphism
Arises where organisations change their institutional practices because of pressure from those stakeholders upon which the organisation is dependent Related to the managerial branch of stakeholder theory Because powerful stakeholders might have similar expectations of other organisations, there will tend to be conformity in practices across organisations
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Mimetic isomorphism
Organisations often copy other organisations practices for competitive advantage and to reduce uncertainty Uncertainty is a powerful force that encourages imitation (DiMaggio & Powell 1983, p. 151) Organisations within a particular sector adopt similar practices to those adopted by leading organisationsenhances external stakeholders perceptions of the legitimacy of the organisation
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Normative isomorphism
Pressures from group norms to adopt particular institutional practices Particular groups with particular training will tend to adopt similar practicesnon-compliance could result in sanctions being imposed by the group
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Outcomes of isomorphism
Tendency towards similar corporate structures and processes Isomorphic processes do not necessarily make the organisations more efficient In practice it is not easy to differentiate between the three types of isomorphism Strategies might be more about show or form, rather than about substance
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Decoupling
Although managers might see a need to be seen to be adopting particular structures and practices, actual organisational practices can be very different from the formally sanctioned and publicly pronounced processes and practices For example, the organisational image constructed through corporate reports and other disclosures might be one of social and environmental responsibility when the actual managerial imperative is maximisation of profit or shareholder value
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Concluding comments
We can see that there is much overlap between the three theories just discussed Sometime a joint consideration of different theoretical perspectives can provide a more holistic understanding of particular practices
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