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This study examines the relevance of integrated reporting quality (IRQ) to capital markets. We investigate whether IRQ benefits capital market participants by improving a firm's information environment, using analyst earnings forecast accuracy as a proxy. Our study focuses specifically on companies that publish integrated reports on a voluntary basis. Based on a scoring model, we assess IRQ and its effects with data from 2015 to 2019 of 101 companies. The results indicate no significant relationship between IRQ and analyst earnings forecast accuracy. Thus, IRQ does not appear to improve a firm's information environment, at least not currently in a voluntary setting. Drawing on previous literature in the field, this study further concludes that integrated reporting (IR) in general has not yet reached its full potential in benefitting capital markets. Potential implications of our results are that the standard setters should work to improve the specificity and rigor of their guidelines, and analysts should become more involved in developing IR guidelines to make them more relevant to their information needs. IR seems to unfold its benefits better in mandatory settings, which could call for regulators to make IR mandatory.
The implementation of human resource (HR) policies often proves troublesome due to the appearance, and stubborn persistence, of gaps in the process. Human resource management (HRM) scholars problematise these gaps and advocate tight implementation to reduce gaps and to ensure the desired impact of policies on organisational performance. Drawing on organisational institutionalism, we contend that gaps in implementing HR policies can actually be productive, as they secure organisational legitimacy, and thus enable organisations to operate viably within several institutional environments. We suggest that different approaches to implementation are needed, some of them premised on accepting sustained implementation gaps. We introduce minimum and moderate implementation approaches, rooted in the notion of decoupling, to complement approaches aimed at tight implementation. Our aim is to support the further development of research based on a richer interpretation of HRM implementation challenges and choices they present for HR managers.