Integrating Financial and Environmental Information for Better Decision Making

Fava, James A.; Smith, Joyce K.

doi:10.1162/jiec.1998.2.1.9

Cited by 8 publications

(4 citation statements)

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“…Integrated reporting requires more than simply combining a company's financial and sustainability reports; it also suggests that sustainability should be entrenched in an organisation's strategy (Eccles & Krzus, 2010). Integrated reporting has therefore migrated from simply reporting to a process that assists organisations in prioritising sustainability issues at a strategic level (Jeyaretnam & Niblock-Siddle, 2010;Fava & Smith, 1998;Emerson, 2003). In addition, it enables an organisation to better understand stakeholder expectations, societal pressures, environmental risks, and challenges (Rea, 2011), as well as to evaluate, in this context, its ethics, values, and governance.…”

Section: Theoretical Context: the Conceptual Link Between Corporate Gmentioning

confidence: 99%

Corporate governance, integrated reporting, and stakeholder management: A case study of Eskom

Vorster

Marais

2015

AJOBE

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Section: Theoretical Context: the Conceptual Link Between Corporate Gmentioning

confidence: 99%

Corporate governance, integrated reporting, and stakeholder management: A case study of Eskom

Vorster

Marais

2015

AJOBE

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“…The scope of LCC, its uses in both managerial and environmental accounting, and the factors driving its implementation have been investigated thoroughly (Lindholm and Suomala, 2005; Dunk, 2004; Gluch and Baumann, 2004; Fava and Smith, 1998). Instead, its computational structure has been left almost unquestioned.…”

Section: Background Aim and Scopementioning

confidence: 99%

Applying a non‐deterministic conceptual life cycle costing model to manufacturing processes

Settanni

Emblemsvåg

2010

Journal of Modelling in Management

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PurposeThe aim of this paper is to introduce uncertainty analysis within an environmentally extended input‐output technological model of life cycle costing. The application of this approach will be illustrated with reference to the ceramic floor tiles manufacturing process.Design/methodology/approachInput‐output analysis (IOA) provides a computational structure which is interesting for many applications within value chain analysis and business processes analysis. A technological model, which is built bottom‐upwards from the operations, warrants that production planning and corporate environmental accounting be closely related to cost accounting. Monte Carlo methods have been employed to assess how the uncertainty may affect the expected outcomes of the model.FindingsIt has been shown, when referring to a vertically‐integrated, multiproduct manufacturing process, how production and cost planning can be effectively and transparently integrated, also taking the product usage stage into account. The uncertainty of parameters has been explicitly addressed to reflect business reality, thus reducing risk while aiding management to take informed actions.Research limitations/implicationsThe model is subject to all the assumptions characterizing IOA. Advanced issues such as non linearity and dynamics have not been addressed. These limitations can be seen as reasonable as long as the model is mostly tailored to situations where specialized information systems and competences about complex methods may be lacking, such as in many small and medium enterprises.Practical implicationsDeveloping a formal structure which is common to environmental, or other physically‐driven, assessments and cost accounting helps to identify and to understand those drivers that are relevant to both of them, especially the effects different design solutions may have on both material flows and the associated life cycle costs.Originality/valueThis approach integrates physical and monetary measures, making the computational mechanisms transparent. Unlike other microeconomic IOA models, the environmental extensions have been introduced. Uncertainty has been addressed with a focus on the easiness of implementing the model.

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“…The flow of materials and energy and land use are items characterized in today's typical LCA. As noted by Fava and Smith (1998), the evaluation of the flow of money is less common but desirable in LCA.…”

Section: North American Sdismentioning

confidence: 99%

Life‐Cycle Assessment and Sustainable Development Indicators

Cooper

2003

J of Industrial Ecology

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Integrating Financial and Environmental Information for Better Decision Making

Cited by 8 publications

References 0 publications

Corporate governance, integrated reporting, and stakeholder management: A case study of Eskom

Corporate governance, integrated reporting, and stakeholder management: A case study of Eskom

Applying a non‐deterministic conceptual life cycle costing model to manufacturing processes

Life‐Cycle Assessment and Sustainable Development Indicators

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