Table 1 Phronetic categorisation of... | Emerald Publishing

Table 1

Phronetic categorisation of critical IR studies

Specific injustice (problem or risk) identified and related values and interest	Focal constituency group; group responsible for injustice (power relationships)	Recommendations for praxis
re(generation)
Current hegemonic accounting regime ^[2] Fragile IR network structure ^[3] Presence of lobbying behaviour toward IIRC ^[4] Lack of motivation for IR adoption ^[5]	WIN: Standard setters other than IIRC ^[6], Preparers and accounting professionals ^[7] LOSE: IIRC ^[8]	Consideration of the features of a sustainable corporation that operates in a sustainable world and stabilisation of the network around IR Development of an (ANT)agonistic process for IR Inclusion of SMEs and all potential stakeholders Adoption of an evolutionary process towards IR
Elaboration
Obscuration of the efforts to foster sustainable business practices ^[9] Little attention towards accounting for biodiversity ^[10] Sustainability accounting as a “discursive object” not able to stimulate corporate sustainability ^[11] Lack of preparers’ trust in IR ^[12]	WIN: Shareholders ^[13], Preparers and accounting professionals LOSE: IIRC, Environment/nature ^[14]	More suitable form of reporting to support sustainability and different short-term and long-term strategies by policymakers Discourage unsustainable business practices and operationalisation of extinction accounting in IR Monitoring the IR journey Adoption of stewardship theory
Championing
Lack of uniform standard ^[15] Lack of knowledge of assurance motivations ^[16] Little attention to materiality identification and implementation ^[17] Difficult identification of the various trends of adoption ^[18] Limited change in corporate reporting traditions ^[19]	WIN: Standard setters other than IIRC, Preparers and accounting professionals LOSE: IIRC, Communities ^[20]fn56	Increasing managers’ awareness in IR assurance Change the focus from reporting to outcomes in financial terms Object of disclosure about materiality issues and materiality determination process in IR IR research and practice converge and IR researchers engage more with practice Mapping and analysis with comparable measures
Production
Difficulties in implementing the materiality assessment ^[21] Tensions in implementing the circular economy principles ^[22] Lack of knowledge of the auditors’ role within the assurance process ^[23] Strategic drivers and institutional expectations influence narrative content of IR ^[24] Different levels of adherence of companies to IIRC ^[25] Different levels of integration adopted by companies and small change in corporate thinking ^[26] Unclear link between business model and value creation for stakeholders ^[27] Unclear contribution to the sustainable development goals (SDGs) ^[28] Uncertain impact ^[29]	WIN: Shareholders, Auditors ^[30], Preparers and accounting professionals LOSE: Communities, Policy makers ^[31], Social Investors ^[32]	Voluntary assurance, adoption of robust corporate governance mechanisms Mandating a wider view of the business model, adaptation of the business model to changes, and improving education on sustainability issues, CSR investments, collaboration between companies and governments Creating organisational legitimacy and collecting and managing users’ perceptions Proper stakeholder engagement and combination of KPIs and business model and strategy Shift from “outside-in” to “inside-out” approach, IR as a toolbox, outlook orientation IR as discursive practice, wider organisational engagement improves narratives, avoid ‘compliance’ approaches, Internet-based media should be properly managed Research on how IR should be adopted within the organisation and reconsideration of all the sustainability-related business activities Engagement of different corporate departments, “one size does not fit all”, integration as general trend in corporate reporting Cross-organisational teams, combination of reporting frameworks, critical research to challenge the status quo of reporting Evidence on the benefits related to the integration of circular economy principles in IR Integration of SDGs into the internal management processes
Impact
Strong emphasis on the link with financial performance ^[33] Lack of engagement, content integration and IT support ^[34] Limited expected positive outcomes ^[35] Limited IR quality and transparency ^[36] Limited positive impact ^[37]	WIN: Preparers and accounting professionals LOSE: Communities	Company-tailored IRs exploit full potential, benchmarking, and classification of IR implementation Discursive, forward-looking and human capital focused information, increased readability to improve disclosure comprehension Compromise view, strong commitment from the top ensures IT-IR integration Inform policy and practice on how IR could be widespread and investigation of intra-organisational factors Considering ESG commitments in the concept of firm value

Specific injustice (problem or risk) identified and related values and interest	Focal constituency group; group responsible for injustice (power relationships)	Recommendations for praxis
re(generation)
Current hegemonic accounting regime [2] Fragile IR network structure [3] Presence of lobbying behaviour toward IIRC [4] Lack of motivation for IR adoption [5]	WIN: Standard setters other than IIRC [6], Preparers and accounting professionals [7]LOSE: IIRC [8]	Consideration of the features of a sustainable corporation that operates in a sustainable world and stabilisation of the network around IR Development of an (ANT)agonistic process for IR Inclusion of SMEs and all potential stakeholders Adoption of an evolutionary process towards IR
Elaboration
Obscuration of the efforts to foster sustainable business practices [9] Little attention towards accounting for biodiversity [10] Sustainability accounting as a “discursive object” not able to stimulate corporate sustainability [11] Lack of preparers’ trust in IR [12]	WIN: Shareholders [13], Preparers and accounting professionalsLOSE: IIRC, Environment/nature [14]	More suitable form of reporting to support sustainability and different short-term and long-term strategies by policymakers Discourage unsustainable business practices and operationalisation of extinction accounting in IR Monitoring the IR journey Adoption of stewardship theory
Championing
Lack of uniform standard [15] Lack of knowledge of assurance motivations [16] Little attention to materiality identification and implementation [17] Difficult identification of the various trends of adoption [18] Limited change in corporate reporting traditions [19]	WIN: Standard setters other than IIRC, Preparers and accounting professionalsLOSE: IIRC, Communities [20]fn56	Increasing managers’ awareness in IR assurance Change the focus from reporting to outcomes in financial terms Object of disclosure about materiality issues and materiality determination process in IR IR research and practice converge and IR researchers engage more with practice Mapping and analysis with comparable measures
Production
Difficulties in implementing the materiality assessment [21] Tensions in implementing the circular economy principles [22] Lack of knowledge of the auditors’ role within the assurance process [23] Strategic drivers and institutional expectations influence narrative content of IR [24] Different levels of adherence of companies to IIRC [25] Different levels of integration adopted by companies and small change in corporate thinking [26] Unclear link between business model and value creation for stakeholders [27] Unclear contribution to the sustainable development goals (SDGs) [28] Uncertain impact [29]	WIN: Shareholders, Auditors [30], Preparers and accounting professionalsLOSE: Communities, Policy makers [31], Social Investors [32]	Voluntary assurance, adoption of robust corporate governance mechanisms Mandating a wider view of the business model, adaptation of the business model to changes, and improving education on sustainability issues, CSR investments, collaboration between companies and governments Creating organisational legitimacy and collecting and managing users’ perceptions Proper stakeholder engagement and combination of KPIs and business model and strategy Shift from “outside-in” to “inside-out” approach, IR as a toolbox, outlook orientation IR as discursive practice, wider organisational engagement improves narratives, avoid ‘compliance’ approaches, Internet-based media should be properly managed Research on how IR should be adopted within the organisation and reconsideration of all the sustainability-related business activities Engagement of different corporate departments, “one size does not fit all”, integration as general trend in corporate reporting Cross-organisational teams, combination of reporting frameworks, critical research to challenge the status quo of reporting Evidence on the benefits related to the integration of circular economy principles in IR Integration of SDGs into the internal management processes
Impact
Strong emphasis on the link with financial performance [33] Lack of engagement, content integration and IT support [34] Limited expected positive outcomes [35] Limited IR quality and transparency [36] Limited positive impact [37]	WIN: Preparers and accounting professionalsLOSE: Communities	Company-tailored IRs exploit full potential, benchmarking, and classification of IR implementation Discursive, forward-looking and human capital focused information, increased readability to improve disclosure comprehension Compromise view, strong commitment from the top ensures IT-IR integration Inform policy and practice on how IR could be widespread and investigation of intra-organisational factors Considering ESG commitments in the concept of firm value

Source(s): Authors’ own elaboration