Industrial slavery in the United States: the North Carolina turpentine industry 1849-61

The operation of the North Carolina turpentine industry in the late Antebellum period (1849-61) depended upon labour supplied by slaves who were either owned or hired. The nature of the work, which covered thousands of acres of forestland, led to the use of a task system whereby each slave was assigned a large tract of forest that was worked with little supervision over several months. An important finding is the content and significance of the production records for the slaves assigned to these long-term tasks. The slaves, like those in other industries and on plantations, could earn a certain amount of money for themselves by taking on extra chores. Details of those payments appear in these records. The conditions of life, including food, clothing, and the forest environment are reconstructed where possible. The records raise some questions about the relationship between the payments, extra work and slave behaviour which however, remain unanswered.     

Interventionist research in accounting: reflections on the good,the bad and the ugly

Our paper advances understanding of interventionist research (IVR) as a qualitative accounting research approach. It reflects on the potential value, challenges and key issues, as manifested by the good, the bad and the ugly. The reflection contributes towards clarifying the IVR landscape, thereby forging a future path for IVR as a legitimate qualitative methodology, to enthuse qualitative researchers to produce accounting research relevant to theory, practice and society. The primary contribution is synthesising the interventionist theory and practice literature encompassing a view of the good, the bad and the ugly in interventionist accounting research.     

Risk regulation,community pressure and the use of management accounting in managing climate change risk: Australian evidence

This exploratory study is amongst the first to investigate how companies perceive the regulation of carbon emissions and the pressure exerted by the community in an environment characterised by risk and uncertainty. Semi-structured interviews were conducted among 39 executives who were directly involved in carbon emissions management in 18 large listed Australian companies. Consistent with Prospect Theory, we find that decision-makers are threat biased and are more likely to take immediate actions when climate change issues are framed as threats as opposed to opportunities. From the interview data, it is seen that managers use management accounting techniques as a risk management tool in mitigating risks associated climate change issues. Furthermore, this use of management accounting appears to be driven primarily by the protection of economic interests, regulatory pressure and reputational pressure. The study provides insights into how perceptions of climate change uncertainties and external pressure for disclosure of emissions information influence companies to use management accounting in managing climate change risk.