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This paper examines the potential of integrated reporting (IR) to drive change in the public sector, specifically through a case study of the University of Udine in Italy. It highlights the challenges of implementing IR, noting that while it can lead to incremental improvements in value co-creation, its operationalization remains complex and vague. The findings emphasize the need for further empirical research and practical insights on how IR can enhance decision-making and stakeholder engagement in public

Author

Felmi

Language

EN