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Multinationals’ Accountability on Sustainability: The Evolution of Third-Party Assurance of Sustainability Reports

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TLDR
In this paper, the authors explore how multinational corporations adopt assurance practices to develop and sustain organizational accountability for sustainability and investigate how evolving auditing practices, namely diversity of assurance standards and type of assurance providers, shape the quality of sustainability assurance statements.
Abstract
In this paper we explore how multinational corporations (MNCs) adopt assurance practices to develop and sustain organizational accountability for sustainability. Using a panel of Fortune Global 250 firms over a period of ten years, we document the diffusion patterns of third-party assurance of sustainability reports. We specifically investigate how evolving auditing practices, namely diversity of assurance standards and type of assurance providers, shape the quality of sustainability assurance statements. The results illustrate great variability in the adoption of assurance practices in the formative stages of this novel market. Our descriptive analysis indicates the relevance of external institutional pressures as well as internal resources and capabilities as underlying factors driving the adoption of assurance. Our evidence also suggests that several MNCs project a decoupled or symbolic image of accountability through assurance, thereby undermining the credibility of these verification practices. The paper contributes to the emerging literature on international accountability standards and emphasizes the need to enhance theory-based, cross-disciplinary knowledge related to auditing and accountability processes for sustainability.

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The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

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Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector

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References
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Book ChapterDOI

The iron cage revisited institutional isomorphism and collective rationality in organizational fields

TL;DR: In this paper, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
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