Summary of the action research (disclosure needs, IIRF criticalities, empirical solutions, IIRF adjustments, implications for IC in healthcare organisations)
| GGA need | IIRF criticality | Empirical solution | IIRF adjustment | References | Implications for IC disclosure in health |
|---|---|---|---|---|---|
| Issue better social reporting, addressing an effective disclosure to its stakeholders | IIFR takes as value creation increases in the different capitals a company uses, overlooking stakeholder satisfaction and not evidencing the organisation stakeholders in the business model, leaving them hidden in social and relational capital | A deep analysis of GGA stakeholders, classifying them in primary stakeholders and secondary stakeholders | To highlight the organisation's stakeholders as components of the business model instead of leaving them hidden into social and relational capital | Shareholder value theory (Rappaport, 1986) and Stakeholder theory (Freeman, 1984; Harrison and Wicks, 2013; Rusconi, 2019) | Healthcare organisations do not feel the need to explicitly disclose IC. These organisations do not consider IC as a comprehensive asset and manage single IC components The adjusted IIRF is able to support healthcare managers to better understand IC, its role and its value |
| Issue a clear report able to demonstrate the value created for the stakeholders | IIRF considers the performance of a business model only in terms of increased capital, neglecting non-financial outcomes | Considering two levels of analysis: the amount and the quality of the most relevant capitals and the fulfilment of the primary and secondary stakeholders' expectations | Extending the organisation's performance disclosed in the integrated report, adding to the six capitals increase the answers to stakeholders' needs and expectations using appropriate KPIs | The impact value chain model (Hehemberger et al., 2015; GECES Social, 2014) | In health organizations, IC is particularly important both to achieve non-financial outcomes, and for its capacity to regenerate the used capitals. The adjusted IIRF, gives a specific place to stakeholders in the model |
| A clear under-standing of how the business processes create value, connecting the six capitals, especially the intangible ones, to their outcomes | IIRF neglects to consider in detail what an organisation does to create value | The GGA value chain is defined, evidencing which key processes create value and how they impact GGA performance | Reshaping the business processes as suggested by IIRF, including direct, indirect and support processes in the framework | Porter's value chain (1985) and the reshaped value chain model (Donna, 1992) reclassifying business processes (direct, indirect, and support processes) | In health organisations, performance should be considered in a broad sense, especially considering non-financial outcomes, and it is even true in non-profit health organisations The adjusted IIRF, giving a specific place to stakeholders in the model, overcomes this limitation |
| GGA need | IIRF criticality | Empirical solution | IIRF adjustment | References | Implications for IC disclosure in health |
|---|---|---|---|---|---|
| Issue better social reporting, addressing an effective disclosure to its stakeholders | IIFR takes as value creation increases in the different capitals a company uses, overlooking stakeholder satisfaction and not evidencing the organisation stakeholders in the business model, leaving them hidden in social and relational capital | A deep analysis of GGA stakeholders, classifying them in primary stakeholders and secondary stakeholders | To highlight the organisation's stakeholders as components of the business model instead of leaving them hidden into social and relational capital | Shareholder value theory ( | Healthcare organisations do not feel the need to explicitly disclose IC. These organisations do not consider IC as a comprehensive asset and manage single IC components |
| Issue a clear report able to demonstrate the value created for the stakeholders | IIRF considers the performance of a business model only in terms of increased capital, neglecting non-financial outcomes | Considering two levels of analysis: the amount and the quality of the most relevant capitals and the fulfilment of the primary and secondary stakeholders' expectations | Extending the organisation's performance disclosed in the integrated report, adding to the six capitals increase the answers to stakeholders' needs and expectations using appropriate KPIs | The impact value chain model ( | In health organizations, IC is particularly important both to achieve non-financial outcomes, and for its capacity to regenerate the used capitals. The adjusted IIRF, gives a specific place to stakeholders in the model |
| A clear under-standing of how the business processes create value, connecting the six capitals, especially the intangible ones, to their outcomes | IIRF neglects to consider in detail what an organisation does to create value | The GGA value chain is defined, evidencing which key processes create value and how they impact GGA performance | Reshaping the business processes as suggested by IIRF, including direct, indirect and support processes in the framework | Porter's value chain (1985) and the reshaped value chain model ( | In health organisations, performance should be considered in a broad sense, especially considering non-financial outcomes, and it is even true in non-profit health organisations |
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