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Dec 2009

The mismatch of internal and external social performance reports

Explores internal information about social performance for four organisations that publish relatively detailed social performance information externally.

One objective is to link such published social information with the social performance information provided for managers.

The four case studies (see Norris and Innes, 2005, for the full details) in this research project were selected on the basis of their extensive external social reporting but, even in such organisations, managers received very little social performance information.

The mismatch of internal and external social performance reports