The Organizational and Operational Boundaries of Triple Bottom Line Reporting : A Survey

This paper responds to Gray's (2002) call for normative research on social and environmental accounting and Parker's (2005) call for active engagement in the process of designing social and environmental accounting systems. More specifically, our investigation focuses on the study of boundary setting for TBL reporting, an issue that has been given more attention by practitioners than by researchers. The study reviews the consequences of boundary setting for the discharge of organizational accountability, from which it develops a framework to investigate TBL reporting boundaries and then reports on an empirical survey of best practice. It concludes that organizations are strategically setting and disclosing their boundaries instead of discharging their accountability and argues that such strategies have far-reaching consequences, because reporting boundaries are not only reflective of organizations but also have a constitutive role in their definition. A further consequence is that it calls into question the use of voluntary labeling, such as "in accordance" with GRI; one implication being that further research into technical developments in TBL reporting could contribute to the discharge of organizational accountability