Stakeholder engagement through narrative-based disclosure

a critical case study application of structuration theory to IC practice

John Dumay, John Tull

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contribution

Abstract

The parallels between Corporate Social Responsibility and Intellectual Capital discourse suggest possibilities for shared learning. One problem in common is how the respective discipline can progress beyond measurement and disclosure to provide more dynamic interpretive schemes, thereby meeting strategic management’s demand for the activity to “make a difference”. Via a case study, we observe an evolving use of narrative in disclosing IC and the manner and impacts of that change, set in a real example of the struggle encountered by an organisation attempting to realise the potential value of managing IC amidst rapid business change. To frame the discussion, elements of Giddens’ ‘structuration theory’ are critically applied to understand the recursiveness of the change that occurred from within the organisation. We find that the strategic benefits have not yet been fully realised by the studied organisation due to inadequacies of the modalities employed to bring about recursive change.
Original languageEnglish
Title of host publicationProceedings of the 6th Australasian Centre for Social and Environmental Accounting Research Conference
EditorsJames Guthrie, Geoffrey Frost, Matthew Egan, Sharron O'Neill, Abdul Razeed, Noona Martinov-Bennie, Sandra van der Laan, Cornelia Beck, Jeffrey Unerman, Amanda Ball, Markus Miln
Place of PublicationSydney
PublisherUniversity of Sydney
Pages1-14
Number of pages14
Publication statusPublished - 2007
EventAustralasian Centre for Social and Environmental Accounting Research Conference (6th : 2007) - Sydney
Duration: 2 Dec 20074 Dec 2007

Conference

ConferenceAustralasian Centre for Social and Environmental Accounting Research Conference (6th : 2007)
CitySydney
Period2/12/074/12/07

Keywords

  • CSR
  • IC
  • structuration
  • narrative
  • organisational change

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  • Cite this

    Dumay, J., & Tull, J. (2007). Stakeholder engagement through narrative-based disclosure: a critical case study application of structuration theory to IC practice. In J. Guthrie, G. Frost, M. Egan, S. O'Neill, A. Razeed, N. Martinov-Bennie, S. van der Laan, C. Beck, J. Unerman, A. Ball, ... M. Miln (Eds.), Proceedings of the 6th Australasian Centre for Social and Environmental Accounting Research Conference (pp. 1-14). Sydney: University of Sydney.