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Purpose: This study investigates the association between board gender diversity and multiple directorships, two board characteristics representing human, social and relational capital and the extent to which corporate reporting (using the double materiality principle) explains value creation for the organization, environment, society and the economy, which we define as total value reporting. Design/methodology/approach: This study uses a disclosure index developed based on the Integrated Reporting Framework and the Global Reporting Initiative (G4) guidelines to analyze disclosures made using the double materiality principle and reflect the value created by companies. The sample includes corporate reports of 102 Australian Securities Exchange (ASX) companies in the Health Care sector. Ordinary least squares regression analyses test the relationship between board gender diversity and multiple directorships and the quality of total value reporting (and its subcomponents) with appropriate control variables. Findings: Findings reveal that human, social and relational capital formed through multiple directorships and gender-diverse boards is positively related to the quality of total value reporting. Results hold for alternative measures and sensitivity tests of gender diversity and multiple directorships. Practical implications: Our study reveals that (1) the Framework, when combined with the GRI Framework, effectively measures connected information quality under a double materiality perspective for total value reporting; (2) enhancing board effectiveness for total value reporting is achievable by increasing female directors and those with multiple directorships; (3) limitations in accessing experienced directors, particularly women, do not disadvantage countries like Australia and (4) directors holding multiple board positions are pivotal in disseminating best practices in corporate governance and reporting across various companies and industries. Social implications: Our research reveals that gender diversity on corporate boards transcends mere representation, significantly enhancing how firms articulate their value to stakeholders. This finding underscores the urgency for public policies to advocate for increased female board representation. Additionally, our findings indicate that board diversity, encompassing gender, experience, industry background and cultural perspectives, can elevate transparency in reporting, crucial for attracting global investors, particularly in emerging markets. Originality/value: Our study is an early attempt to examine total value reporting – underpinned by double materiality – which reports on how companies create value for themselves, the environment and society. It is one of the first to identify drivers of reporting based on double materiality. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to examine the perceptions of academic human capital (HC) towards a university’s research performance measurement system (PMS), in response to a national research assessment exercise (RAE).Design/methodology/approach This paper draws on a subset of the data from a large mixed method case study research project about the impact of ERA on an Australian public sector university.Findings The findings reveal that the research PMSs were designed, implemented and used as a tool to measure and manage the research performance of HC within the university. The case study university performed well in the RAE. However, this also led to several unintended consequences in the form of fear and anxiety, gaming and strategic initiatives, a focus on quantity and not the quality of research, and increased workload, which led to a loss in the stock of HC.Practical implications This empirical evidence can inform governments and policy makers of the unintended consequences of government research evaluations on academic HC. University managers could improve the design of HC management systems by not only measuring academic HC performance, but also providing training and resources to enhance, support and maintain the overall well-being of academics.Originality/value This study provides insights regarding the connection between a university’s PMS and academic HC and contributes to the academic literature on intellectual capital and PMSs. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine the intellectual capital (IC) performance of the Australian Financial Sector for the period 2006-2008. It also aims to examine the relationship amongst various constituents of IC performance and the relationship between IC performance and the financial performance of the financial sector. Design/methodology/approach – The value added intellectual coefficient (VAICe) approach developed by Pulic is used to determine the IC performance of the Australian financial sector. The required data to calculate different constituents of IC were obtained from the annual reports of Australian banks. Findings – The paper reveals that VAIC has a significant relation with human costs and the value addition made by the Australian banks. All Australian-owned banks have relatively higher human capital efficiency than capital employed efficiency and structural capital efficiency. The size of the bank in terms of total assets, total number of employees and total shareholders' equity has little or no impact on the IC performance of the Australian-owned banks. Research limitations/implications – The paper analyses IC performance of only 11 Australian-owned banks. However, the more than 90 per cent market share enjoyed by these banks still promises a degree of validation of the results of the paper from the Australian perspective or similar banking structure in some countries. Practical implications – The findings may serve as a useful input for financial institutions to apply knowledge management in their institutions and in addressing the factors affecting IC performance in order to maximise their value creation. The findings of the study would also provide some information to the stakeholders and potential investors to assess the value creation capabilities of financial sector companies. Originality/value – This is the first paper that examines the relationship of VAICe and the size of the firms for Australian-owned banks in Australia. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this paper is to address the subjectivity inherent in existing methods of human capital value measurement (HCVM) by proposing a 360-degree peer review as a method of validating self-reporting in HCVM surveys. Design/methodology/approach - The case study is based on a survey of a section of the Royal Australian Navy. The sample was 118 respondents, who were mainly engineering and technical workers, and included both civilian and uniform. Findings - The research may be summarised in three main findings. First, it confirms previous research demonstrating that correlations between self- and other-ratings tend to be low. However, while previous research has found that self-rating tends to be higher than other-rating, it was found to be the opposite: other-rating was higher than self-rating. Second, personality is discounted as an influencing variable in self-rating of knowledge. Third, there are patterns in the size of the discrepancy by knowledge dimension (i.e. employee capability, employee sustainability) that allow generalisation about the adjustment necessary to find an accurate self-other rating of knowledge. Research limitations/implications - The findings are based on a single case study and are therefore an exercise in theory development rather than theory testing. Practical implications - The 360-degree peer review rating of knowledge has considerable application. First, use the outcomes in the way 360-degree feedback has been traditionally used; i.e. identifying training needs assessment, job analysis, performance appraisal, or managerial and leadership development. Second, use it for performance appraisal - given the method''s capacity to identify issues at a very finite level: e.g. are you building effective relationships with customers? Third, identify knowledge gaps, at a strategic level, for recruitment and development targets. Finally, in terms of financial decisions investors might be able to compare knowledge scores by organization. Originality/value - Traditionally, researchers and practitioners have used other-ratings as a tool for identifying training and development needs. In this paper, other-ratings have been introduced as a method for validating self-rating in the measurement of knowledge. The objective was to address one of the weaknesses in existing methods - subjectivity. The solution to this problem was to use three data points - self-reporting, 360-degree peer review, and personality ratings - to validate the measurement of individuals'' human capital. This triangulation method aims to introduce objectivity to survey methods, making it a value measurement rather than value assessment. [ABSTRACT FROM AUTHOR]