Redefining Corporate Accountability through Integrated reporting. What happens when values and value creations meet?

The landscape of corporate reporting is about to change considerably. The concepts, principles, and elements that characterize the way organizations report their annual performances are currently being questioned, debated, and redesigned throughout the world. This is happening as key elements such as capital employed, value creation, and accountability are redefined in practice. What are the types of capital that an organization uses and affects? In what ways is value created and distributed over time? To whom are organizations accountable? A possible answer to these critical questions is offered by Integrated Reporting (IR), a process that results in communicating— through an annual integrated report—value creation over time

The micro-foundations of Corporate Purpose:Performance management in dynamic environments

This paper examines the micro-foundations of ‘corporate purpose’, that is the enduring reason for being of a corporation in relation to society. While the relevance of corporate purpose has been widely recognized, its practical enactment by managers at the operating level remains problematic, particularly in dynamic environments. By relying upon the field study of a leading Italian group in the food industry, and the literature on the micro-foundations of institutions, we explore the role of a performance management system (PMS) in mobilizing corporate purpose in specific practical situations at the management level, while the organization faces the demands coming from the external environment. We show that the PMS can be drawn upon by managers as a set of tools and practices through which purpose is situated at the micro-level into actions, decisions, and material artefacts that come together in a ‘social situation’. Here, the PMS enables managers to recognize a ‘situation’ for enacting different aspects of purpose through interactions, filling it with evolving meanings, while sustaining its connections with global development needs

Sustainable and innovative food value chains as levers for rural development and migration flows stabilization

This section highlights the crucial role played by efficient agro-food systems and sustainable value chains in fostering the economic growth of developing countries and the potential for stabilizing international and intra-national migrations around the world. Following findings of latest literature and from experience in the field, lacks in current value chains are presented with the aim to discuss and propose possible solutions able to introduce innovations, also through multistakeholder cooperation, and to boost environmental and social sustainability

Accounting and the management of internal interdependencies: 14th century archival sources from the Comune of Siena

The aim of this study is to explore the role that accounting systems effectively played in managing the internal relationships among the various administrative bodies of the Comune (City State) of Siena in the 14th century. This period was characterized by an ever increasing need to monitor economic activities, a need perceived by the Comune with regard to all those who were entrusted with the management of public funds. In particular, in 1358 an office was created specifically to review the accounts of the camarlenghi (who were in charge of the management of public funds) nominated by the Comune of Siena. The office was originally staffed by three temporary Riveditori (auditors) and later by a permanent commission of Regolatori (regulators). On the basis of archival sources, so abundant on 14th century Siena, this paper analyses the changing relationships among the various administrative bodies of the Comune, in particular detail the Gabella generale and the Biccherna (which were the offices in charge of managing the main cash inflows and outflows pertaining to the administration of the Comune) and the activities of the Regolatori. By interpreting accounting systems as a set of rules (i.e., the formalised statements of procedures), roles (the network of social positions), and routines (the practices habitually in use), the present study shows that, since the Middle Ages, accounting has played a central role in the management of internal interdependencies and in the construction of organisational order. In the case of the Comune in the 14th century, accounting practices were capable of regulating, legitimising and balancing relations of power, dependency and autonomy among the different bodies of the same organisation

The Role of <i>Roles</i> in Risk Management Change:The Case of an Italian Bank

This paper explores the role of roles (i.e. groups of actors characterised by the same functional tasks within an organisation), and of their interactions, within processes of change in risk management (RM). By combining insights from the literature on RM and from institutional studies, this paper suggests that change in RM can be interpreted as a process that involves both enabling and precipitating dynamics [Greenwood, R., &amp; Hinings, C. R. (1996). Understanding radical organizational change: Bringing together the old and the new institutionalism. The Academy of Management Review, 21, 1022\ue2\u80\u931054. doi:10.5465/AMR.1996.9704071862] between different roles. Aiming to address these dynamics empirically, we rely on a longitudinal case study of an Italian bank. The study shows that the interactions between roles were dependent on their respective specific interests, the different institutional templates they supported, and the shifts in power for control over relevant information. These dynamics both affected and were affected by the change in the template-in-use within the bank and allowed a sort of RM ideal (i.e. the search for more RM) to persist over evolving templates

Il controllo di gestione: obiettivi, attori e strumenti

Il contributo costituisce un introduzione allo studio del controllo di gestione e si propone di descrivere il ruolo che tale meccanismo operativo scolge nell'ambito della più ampia attività di direzione aziendale