Business model disclosure is proposed as a communication tool for companies to increase the effectiveness of non-financial key performance indicator (NFKPI) disclosure. First, business model enables the identification of indicators that are aligned with strategic objectives. Moreover, it acts as an integrated framework, showing how different capitals are combined to create value

Bini, Laura

Dainelli, Francesco

Giunta, Francesco

Simoni, Lorenzo

English

Business model disclosure is proposed as a communication tool for companies to increase
the effectiveness of non-financial key performance indicator (NFKPI) disclosure.
First, business model enables the identification of indicators that are aligned
with strategic objectives. Moreover, it acts as an integrated framework, showing
how different capitals are combined to create value

Laura Bini

Lorenzo Simoni

Francesco Dainelli

Francesco Giunta

Archivio istituzionale della ricerca - Università di Genova

Business Model and Non-Financial Key Performance Indicator Disclosure

Open Access Journals at Aalborg University

Journal of Business Models (2018), Vol. 6, No. 2, pp. 5-95Business Model and Non-Financial Key  Performance Indicator DisclosureLaura BiniLorenzo SimoniFrancesco DainelliFrancesco Giunta Department of Economics and Management, University of FlorenceAbstractBusiness model disclosure is proposed as a communication tool for companies to in-crease the effectiveness of non-financial key performance indicator (NFKPI) disclo-sure. First, business model enables the identification of indicators that are aligned with strategic objectives. Moreover, it acts as an integrated framework, showing how different capitals are combined to create value.Please cite this paper as: Bini et al. (2018), Business Model and Non-Financial Key Performance Indicator Disclosure, Vol. 6, No. 2, pp. 53-57 Acknowledgements: This work is the final output of a project granted by the Institute of Chartered Accountants of Scotland (ICAS). The authors would like to thank ICAS research team for their support.Keywords: Performance, Non-financial disclosure, Business modelIntroductionIn the present economic context, companies base their competitive success on intangible factors (OECD, 1999; Teece, 2000; Bontis, 2001). Financial measures are not able to fully reflect the value of intangible assets because they are backward looking accounting-based metrics that reflect the use of physical capital (Smith and Van Der Heijden, 2017). For this reason, NFKPIs are necessary to assess a company’s performance (Eccles, 1991; Ittner and Larcker, 2003; Montemari and Nielsen, 2013). The importance of NFKPIs has also been recognized by standard setters and law-makers. Recent non-financial disclosure regulations, like the Compa-nies Act Regulation 2013 in the UK and the European Directive 95/2014, have introduced the requirement for large companies to disclose relevant NFKPIs.Despite the importance of NFKPIs, a big problem emerges in the identification of indicators that are rel-evant to the business (Badawy et al., 2016). This issue is especially critical for external users who may find it Journal of Business Models (2018), Vol. 6, No. 2, pp. 5-96difficult to fully understand whether the NFKPIs com-municated by a company are really “key” indicators (Hol-land, 2004). In keeping with previous BM literature and the most widespread regulating approach, this paper aims to propose the concept of business model (BM) as a valuable tool to assess a company’s NFKPI disclosure. ApproachIt is well established in accounting literature that, in order to be effective, indicators should be consistent with the way a company uses different tangible and intangible resources to generate value (Grasenick and Low, 2004; Montemari and Nieslen, 2013). This approach is shared by the majority of the regulatory frameworks, which rec-ommend that NFKPI disclosure give market participants a view of a company “through the eyes of management” (SEC, 1989). In other words, external users should be able to see the company “in a manner which aligned with senior managers’ (presumably) holistic view of the busi-ness” (Beattie and Smith, 2013, p. 10).The way a company combines its resources and knowl-edge to gain a competitive advantage defines its BM (Nielsen, 2010; Casadeus-Masanell and Ricart, 2010). As stated by Osterwalder et al. (2005), the BM offers “a conceptual model that explicitly states how the busi-ness functions” (p.3). Thus, it is a valuable tool to create a shared understanding of the business, both inside and outside the organization (Perckman and Spicer, 2010). As a simplified, focused representation of the company, the BM represents a template that helps understand the configuration of various components within the organization (Winter and Szulanski, 2001). It can con-tribute to improve “tractability, understanding, as well as our ability to measure, predict and communicate” the main features of an organization (Massa et al, 2017, p. 84). Bukh (2003) maintains that examining a com-pany’s BM is essential for investors to fully appreciate information about non-financial indicators. According to Mouritsen and Larsen (2005), the knowledge of a company’s BM allows users to appreciate individual pieces of information and measurements that, by themselves, do not link up directly to the value creation process. In light of this, the BM becomes particularly useful to frame NFKPI disclosure, offering insights into the logic that underlies the value creation process.Key InsightsFrom the corporate communication perspective, the BM becomes a valuable communication device that can provide external users with “a convincing context to interpret the quantitative or relative indicators” (Hol-land, 2004, p. 97). This context-giving narrative allows external users to shape “a coherent picture”, where the interrelated factors that promote value creation are clearly identified (Nielsen and Bukh, 2013).Linking NFKPIs and BM disclosure allows companies to offer investors a clearer picture of the value crea-tion process (Bini et al., 2016). The BM serves two main purposes. First, it enables the identification of relevant NFKPIs – indicators that are aligned with strategic objectives. Moreover, it acts as a framework for disclo-sure, showing how different capitals are related and how they contribute to value generation. BM disclosure should highlight how the different resources are com-bined together to reach the results that are measured by appropriate NFKPIs.This way, companies are able to offer an integrated communication: the strategy defines the objectives; the BM illustrates how different resources, both tangi-ble and intangible, are used to reach those objectives; NFKPIs monitor progress against strategy (Bhimani and Langfield-Smith, 2007) and show how financial results are related to strategic objectives (Figure 1).Figure 1: The link between strategy, BM and KPIsJournal of Business Models (2018), Vol. 6, No. 2, pp. 5-97Discussion and ConclusionsThis paper proposes BM as a communication device to frame NFKPI disclosure. By linking BM and non-finan-cial indicator disclosure, companies may offer an inte-grated communication that is capable of showing the connections between a company’s strategy and the way resources are combined to generate value. According to Holland (2004), the disclosure of BM “would create a level playing field for disclosure for those investors not privy to direct one-to-one contact with companies”, (p. 101) thereby reducing information asymmetries in the market.Our proposal can be helpful for companies that face the need to communicate NFKPI and BM. This is especially the case of large companies that have to comply with the EU Directive 95/2014 and of those that voluntar-ily publish an Integrated Report (IIRC, 2013). In both cases, linking the description of a company’s BM with NFKPI disclosure allows enhancing the reliability of dis-closure. BM description, on the one hand, provides the “information context” —a story that illustrates the con-nections and relationships between various BM compo-nents. NFKPIs, on the other hand, provide evidence for the veracity —the credibility— of the company’s story over time (Holland, 2006).Our proposal provides insights also for many catego-ries of subjects —standard setters, regulators, con-sultants, auditors— who are developing guidelines on non-financial disclosure. An integrated disclosure that emphasises the linkages between a company’s BM and the related NFKPIs, in fact, raises the need to iden-tify a specific meaning of relevant NFKPIs, as well as a detailed description of what a BM description should focus on.Journal of Business Models (2018), Vol. 6, No. 2, pp. 5-98ReferencesBadawy, M., El-Aziz, A. A., Idress, A. M., Hefny, H. & Hossam, S. 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Business Model and Non-Financial Key Performance Indicator Disclosure

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