International practices, beliefs and values in not-for-profit financial reporting

Financial reporting is an important aspect of not-for-profit organisations’ (NPOs’) discharge of accountability, particularly for donations and funding. Nevertheless, NPO financial reporting lacks a global approach. Drawing on a multi-national survey attracting more than 600 respondents, this paper utilises a pattern-matching methodology to capturing institutional logics. We uncover tension between NPO financial reporting practice (underpinned by symbolic and material carriers of a local financial reporting logic), and a majority belief that NPO international financial reporting standards should be developed and followed. Conflict between local practice and stakeholder beliefs is evident. Significant belief differences across key stakeholder groups will likely impact NPO financial reporting development

How prepared was Australia for international financial reporting standards? The case of listed firms

We measure the preparedness of listed firms for international financial reporting standards (IFRS) by changes in explanations from Australian GAAP to IFRS between the half-year and annual accounts. About one-third of sample firms changed their explanations for earnings, cashflows or equity by averages of about &minus;7%, 67% and 3% respectively. Most changes are less than 5% for earnings and equity, and tax is the item most commonly revised. More profitable firms and firms with more reconciling items are most likely to change an explanation. In a telephone survey of chief financial officers, 70% revealed that the change followed an incorrect application of an accounting rule in the half-year accounts. <br /

The use of performance-based remuneration: High versus low-growth firms

This study analyses the CEO remuneration structure and level for 100 Australian-listed entities. Consistent with expectations, it finds that high-growth firms pay their CEOs a greater proportion of performance-based pay, when equity-based rewards only are considered. High-growth firms also place greater reliance on market and/or non-financial performance standards for the award of performance-based pay. The extent to which performance-based remuneration is used as a component of CEO pay is positively associated with firm size and growth options. Other potential determinants of performance-based pay, such as financial performance, are not significantly associated with the use of performance-based remuneration