Monetización del valor socialel caso Clade

  1. Lazkano de Anta, Larraitz 1
  2. San José, Leire 1
  1. 1 Universidad del País Vasco/Euskal Herriko Unibertsitatea
    info

    Universidad del País Vasco/Euskal Herriko Unibertsitatea

    Lejona, España

    ROR https://ror.org/000xsnr85

Revue:
Gizaekoa: Revista vasca de economía social

ISSN: 1698-7446

Année de publication: 2019

Número: 16

Pages: 103-127

Type: Article

DOI: 10.1387/REVES.20903 DIALNET GOOGLE SCHOLAR lock_openAccès ouvert editor

D'autres publications dans: Gizaekoa: Revista vasca de economía social

Résumé

To date, company analysis has been limited to economic analysis, since companies have been traditionally considered as an entity to generate economic value, while their social value was relegated to the background due to predominating accounting principles. While they are increasing in number, there are still relatively few organisations that are monetising the social value generated (a bit more than one hundred), while many are establishing the social impact created in society, although they do not monetise it. Specifically, in social economy, people are more relevant than capital. This means that knowing the value these people receive from the entity is more important than the capital contribution, since the former is aligned with the organisation's being, with its social purpose. In order to prove this affirmation, we selected the case study of one of the eight nation-wide large Social Economy company groups, the Clade group, consisting of twelve companies. The method used was a social accounting system to quantify, in monetary terms, the social impact of each organisation and of the group as a whole. This article aims to prove that the results obtained through classic or traditional accounting do not provide information on all the activities carried out by companies that have social impact. Additionally, we contribute to literature, because the social value created that we observe with this social accounting system proves how important this kind of non-transactional activity is for these entities. This activity is not included in traditional accounting, but it does make a large social contribution.

Références bibliographiques

  • Ayuso, S. (2018). La medición del impacto social en el ámbito empresarial. Documento de trabajo n.º 26. Cátedra Mango.
  • Bansal, P; Clelland, I. (2004). «Talking trash: legitimacy, impression management, and unsystematic risk in the context of the natural environment», Academy of Management Journal. Vol. 47, No. 1, pp. 93-103.
  • Bebbington, J., Gray, R., & Owen, D. (1999). «Seeing the wood for the trees: taking the pulse of social and environmental accounting». Accounting, Auditing & Accountability Journal, 12(1), 47-52.
  • Bouchard, M., Bourque, G. & Levesque, B. (2001). «L’évaluation de l’économie sociale dans la perspective des nouvelles formes de régulation socio-économique de l’intérêt général». Cahiers de recherche sociologique, (35), 55-79.
  • Bordieu, P. (1990). «The Logic of Practice». Stanford University Press.
  • Bozeman, B. (1993). «Understanding the roots of publicness», en B. Sutton (ed.). The legitimate corporation. pp. 63-81. Cambridge, MA: Blackwell.
  • Branson, D.M. (2016). Corporate Behaviour and Sustainability. Doing Weel by Being Good. In Guler, A. & Ingley, C. (eds.): A parthway to corporate sustainability social accounting. London: RoutLedge (Chapter 8), 138.
  • Cepeda, G. (2006). La calidad en los métodos de investigación cualitativa: principios de aplicación práctica para estudios de casos. Cuadernos de Economía y Dirección de la Empresa, (29), 57-82.
  • Dumay, J., Guthrie, J., Farneti, F. (2010). «GRI sustainability reporting guidelines for public and third sector organizations: A critical review». Public Management Review. Taylor & Francis, 531-548.
  • Eisenhardt, K. (1989). Building Theories from Case Study Research. The Academy of Management Review, 14(4), 532-550.
  • Elkington, J. (1997). Cannibals with forks. The triple bottom line of 21st century, 73. Oxford: Capstone Publishing.
  • Elkington, J. (2001). The «Triple bottom line of 21st century business». In starkey, R. & Welford, R. (eds.), The Earthscan reader in business & sustainable development. London: Earthscan, 20-43.
  • Estes, R. (1976). Corporate and social accounting. New York, Wiley.
  • Etxezarreta Etxarri, E., Pérez de Mendiguren Castresana, J.C., Diaz Molina, L., Errasti Amozarrain, A. (2018). «Valor social de las cooperativas sociales: aplicación del modelo poliédrico en la cooperativa para la acogida de menores Zabalduz S.Coop». CIRIEC-España, n.º 93, 155-180.
  • Feldman, M.S., & Orlikowski, W.J. (2011). «Theorizing Practice and Practicing Theory». Orgainzation Sience 22(5): 1240-1253.
  • Freeman, R.E. (1984). Strategic Management: A Stakeholder Approach. Pitman, Boston.
  • Freeman, R.E., Harrison, J.S., Wicks, A.C., Parmar, B.L. (2010). «Stakeholder theory: The state of the art». Cambridge University Press.
  • Gray, R., Dey, C., Owen, D., Evans, R. & Zadek, S. (1997). «Struggling with the praxis of social accounting: stakeholders, accountability, audits and procedures. Accounting». Auditing & Accountability Journal, 10(3), 325-364.
  • Gray, R. (2002). «The social accounting project and Accounting Organizations and Society Privileging engagement, imaginings, new accountings and pragmatism over critique?». Accounting, Organizations and Society, 27(7), 687-708.
  • Groth, J.C,; Byers, S.S.; y Bogert, J.C. (1996). «Capital, economic returns and the creation of value», Management Decision, vol.24, n.º6, págs. 21-20.
  • Huberman, M., & Miles, M. (1994). Manejo de datos y métodos de análisis. Dezin NK, Lincoln YS. Handbook of Qualitative Research. California: Sage Publications.
  • Langley, A., & Royer, I. (2006). Perspectives on doing case study research in organizations. M@ n@ gement, 9(3), 81-94.
  • Linowes, D.F. (1972). «Socio-economic accounting», The Journal of Accountancy, 133, 37-42.
  • Linowes, D.F. (1973). «The accounting profession and social progress». The Journal of Accountancy. Tomo 136, 32-40.
  • Marx, K. (1859). Una contribución a la crítica de la economía política. Engels Reader.
  • Mathews, M.R. (1997). «Twenty‐five years of social and environmental accounting research: Is there a silver jubilee to celebrate?» Accounting, Auditing & Accountability Journal, Vol. 10 Issue: 4, 481-531.
  • Merriam, S.B. (1988). Case Study Research in Education: A Qualitative Approach. Jossey-Bass, San Francisco.
  • Restaki, John (2006). «Defining the Social Economy-The BC Context».
  • Retolaza, J.L. & San-Jose, L. (2018). «Contabilidad social para el bien común», Revista de Responsabilidad Social de la Empresa, 29, 95-122.
  • Retolaza, J.L., San-Jose, L., Ruiz-Roqueñi, M. (2016). «Social Accounting for Sustainability. Monetizing the Social Value», Heidelberg: Sringer publishing.
  • Retolaza, J.L. & San-Jose, L. (2016). «Prevención y detección del fraude en la empresa», Revista Contabilidad y Dirección, 23(1), 159-178.
  • Riahi-Belkaoui, A. (1984). Socio-economic accounting. London. Praeger Pub Text.
  • Rondot, S. & Bouchard, M. (2003). L’évaluation en économie sociale. Petit aidemémoire. Érudit.
  • Sandy, Q. & Dumay, J. (2011). The qualitative research interview. Qualitative Research in Accounting & Management, 8(3), 238.
  • Sillanpää, M. (1998). The Body Shop values report-towards integrated stakeholder auditing. Journal of Business Ethics, 17(13), 1443-1456.
  • Suchman M. (1995). «Managing legitimacy: strategic and institutional approaches», Academy of Management Review, Vol. 20, No. 3, pp. 571-610.
  • Vaccari, A. (1997). «Constructing the Social Balance: Consumer Cooperative Italy». In S. Zadek, P. Pruzan, and R. Evans (eds.), Building Corporate Accountability. London: Earhtscan.
  • Vancaly, F.; y EM. (2011). New Directions in Social Impact Assessmet. Conceptual and Methlodological Advances, Massachusetts, Edward Elgar Publishing.
  • Velamuri, S.R., Priya, A., & Vasantha, K. (2015). Doing Well to Do Good: Business Model Innovation for Social Healthcare Business Models and Modelling (Vol. 33, pp. 279-308): Emerald Group Publishing Limited.
  • Yin, R. (1994). Case study research: Design and methods (2nd ed.). Beverly Hills, CA: Sage Publishing.
  • Yunus, M., Moingeon, B., & Lehmann-Ortega, L. (2010). Building Social Business Models: Lessons from the Grameen Experience. Long Range Planning, 43(2/3), 308-325.
  • Zadek, S. (1998). «Balancing Performance, Ethics, and Accountability». Journal of Business Ethics, Volume 17, Issue 13, pp. 1421-1442.