PERSEPSI MANAJEMEN TERHADAP PENERAPAN ENVIRONMENTAL, SOCIAL, AND GOVERNANCE (ESG) REPORTING: STUDI KUALITATIF PADA PERUSAHAAN NON-KEUANGAN
DOI:
https://doi.org/10.62952/jarum.v3i1.107Keywords:
ESG, Management Perception, Sustainability ReportingAbstract
The increasing demand for corporate transparency and accountability has encouraged companies to adopt Environmental, Social, and Governance (ESG) reporting as part of non-financial disclosure practices. For non-financial companies, ESG reporting is not only driven by regulatory pressure but also by expectations from investors, stakeholders, and the public. This study aims to explore management perceptions toward the implementation of ESG reporting in non-financial companies. This research employs a qualitative descriptive approach using a case study method. Data were collected through in-depth semi-structured interviews, observation, and document analysis involving managers who are directly involved in sustainability and reporting activities. Data analysis was conducted using thematic analysis to identify key patterns and meanings related to ESG reporting practices. The findings indicate that management perceives ESG reporting as a strategic instrument to enhance corporate legitimacy, reputation, and long-term sustainability. However, challenges such as data availability, measurement complexity, and limited internal capabilities remain significant barriers. This study contributes to the ESG literature by providing in-depth insights into managerial perceptions and offers practical implications for improving ESG reporting practices in non-financial companies
Downloads
References
G. Vial, “Understanding digital transformation: A review and a research agenda,” Journal of Strategic Information Systems, vol. 28, no. 2, pp. 118–144, 2020.
R. Eccles, I. Ioannou, and G. Serafeim, “The impact of corporate sustainability on organizational processes and performance,” Management Science, vol. 66, no. 4, pp. 1646–1664, 2020.
A. Lokuwaduge and T. Heenetigala, “Integrating environmental, social and governance (ESG) disclosure for a sustainable development,” Business Strategy and the Environment, vol. 30, no. 1, pp. 1–17, 2021.
F. Verhoef, T. Broekhuizen, Y. Bart, and A. Bhattacharya, “Digital transformation: A multidisciplinary reflection,” Journal of Business Research, vol. 122, pp. 889–901, 2021.
S. H. Zyznarska-Dworczak, “Sustainability accounting cognitive and conceptual approach,” Sustainability, vol. 12, no. 23, pp. 1–18, 2020.
J. Bebbington, J. Unerman, and B. O’Dwyer, “Sustainability accounting and accountability,” Accounting, Auditing & Accountability Journal, vol. 33, no. 2, pp. 286–309, 2020.
K. L. Hummel and D. Schlick, “The relationship between sustainability performance and sustainability disclosure,” Accounting & Finance, vol. 61, no. 1, pp. 1–35, 2021.
M. Taliento, D. Favino, and A. Netti, “Impact of environmental, social, and governance information on economic performance,” Business Strategy and the Environment, vol. 30, no. 1, pp. 1–15, 2021.
A. García-Sánchez, B. Cuadrado-Ballesteros, and J. Frias-Aceituno, “Determinants of corporate social responsibility assurance,” Journal of Cleaner Production, vol. 259, pp. 1–12, 2020.
A. Pizzi, F. Rosati, and L. Venturelli, “The determinants of business contribution to the 2030 Agenda,” Business Strategy and the Environment, vol. 30, no. 8, pp. 1–18, 2021.
S. B. Sitkin, K. M. Sutcliffe, and R. G. Schroeder, “Distinguishing control from learning in sustainability practices,” Academy of Management Review, vol. 46, no. 2, pp. 287–310, 2021.
A. Adams and J. Frost, “Integrating sustainability reporting into management practices,” Journal of Business Ethics, vol. 173, no. 2, pp. 1–17, 2021.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 Eldian Rinaldi

This work is licensed under a Creative Commons Attribution 4.0 International License.

