The Management Accountant’s Roles for Creation of Corporate Shared Value

This study investigates the management accountant’s roles that link with the creation of corporate shared value to enable more effective decision-making and improve the information needs of stakeholders. Mixed method is employed to collect using triangulation for credibility. A quantitative approach is employed to conduct a survey of 200 Thai companies providing annual reports in the Stock Exchange of Thailand. The results of the study reveal that environmental and social data incorporated in a corporate social responsibility (CSR) disclosure are based on the indicators of the Global Reporting Initiatives (GRI) at a statistically significant level of 0.01. Environmental and social indicators in CSR are associated with environmental and social data disclosed in the annual report to support stakeholders’ and the public’s interests that are addressed and show that a significant relationship between environmental and social in CSR disclosures and the information in annual reports is statistically significant at the 0.01 level.





References:
[1] Adams, Roger. 2010. Sustainability reporting: Sustainability disclosure amongst companies in selected ASEAN member countries and responses from stakeholders. UK: ACCA.
[2] Ball, Amanda. 2004. “A sustainability accounting project for the UK local government sector? Testing the social theory mapping process and locating a frame of reference.” (Electronic version). Critical Perspective on Accounting, 15, 1009-1035.
[3] Cullen, Desirée, and Whelan, Catherine. (2006). “Environmental Management Accounting: The State of Play.” (Electronic version). Journal of Business and Economics Research 4(10), 1-4.
[4] Deegan, C. 2009. Financial Accounting Theory (3ed.). Australia: McGraw Hill.
[5] Deegan, Craig, Rankin, Michaela, and Tobin, John. 2002. “An examination of the corporate social and environmental disclosures of BHP from 1983-1997: A test of legitimacy theory.” (Electronic version). Accounting, Auditing and Accountability Journal, 15(3), 312 - 343.
[6] Freedman, Martin, and Jaggi, Bikki. 2005. “Global warming, commitment to the Kyoto protocol, and accounting disclosures by the largest global public firms from polluting industries.” (Electronic version). The International Journal of Accounting, 40(3), 215–232.
[7] Freeman, Edward R. 1984. Strategic Management: A Stakeholder Approach. Boston: Pitman.
[8] Gale, Robert. 2006. “Environmental management accounting as a reflexive modernization strategy in cleaner production.” (Electronic version). Journal of Cleaner Production, 14 (14), 1228-1236
[9] Gray, Rob, and Bebbington, Jan. 2001. Accounting for the Environment (2 ed.). London: Sage Publications
[10] Hooghiemstra, Reggy. 2000. “Corporate Communication and Impression Management – New Perspectives Why Companies Engage in Corporate Social Reporting.” (Electronic version). Journal of Business Ethics, 27, 55-68.
[11] Mook, Laurie. (2006). Sustainability Accounting and Reporting. Netherlands: Springer.
[12] Neuman, Lawrence W. 2006. Social Research Methods: Qualitative and Quantitative Approaches (6 ed.). Boston: Pearson Education, Inc.
[13] Petcharat, Neungruthai. (2012). “An Effective Conceptual Model for Social Cost Identification and Measurement.” Proceeding paper of the 5th Global Business and Social Science Research Conference, 25-26 June, 2012, Beijing, China.
[14] Porter, Michael, and Kramer, Mark. 2006. Strategy and Society: The Link between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review Harvard Business School Publishing Corporation.
[15] Yongvanich, Kittiya, and Guthrie, James. 2006. “An extended performance reporting framework for social and environmental accounting.” (Electronic version). Business Strategy and the Environment, 15(5), 309-321.