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This is the first volume of Research in Economic History edited by Christopher Hanes and Susan Wolcott, who act as coeditors. We continue the policies adopted by our predecessors. Research in Economic History is a refereed journal, specializing in economic history, in the form of a book. As a refereed journal, we do not publish opinion, speculation, rumination, or reviews: we publish information, new and true (well, as true as most articles in economics journals), for scholars. But as a book, we can accommodate work that does not fit the standard journal mold.

This study demonstrates the potential usefulness of isolating for analysis an additional component of aggression, namely direct non‐verbal aggression. Exploratory and confirmatory factor analytic procedures were used to design a self‐report inventory measuring direct physical, direct verbal, indirect and direct non‐verbal aggression (eg. silent treatment) in adults (Sample 1: n = 101 males, n = 112 females; Sample 2: n = 56 males, n = 160 females) and adolescents (Sample 3: n = 75 males, n = 100 females). The factor structure was replicated across the adult and adolescent samples. Analysis of sex differences on all three samples showed that men and adolescent boys were more physically aggressive than women and adolescent girls, while women and adolescent girls were found to use direct non‐verbal aggression more than men and adolescent boys. No sex differences were found on indirect aggression, strictly defined, wherein aggressors must take steps to hide their identities and may use others as vehicles to deliver the harm.

While there is extensive research on emotion in the workplace and on information and communication technology (ICT) implementation, largely ignored is the emotionality of ICT implementation and change management more generally, even though the emotional experience of such processes is critical to their success. The current paper integrates insights from research on emotion at work and the social construction of technology to demonstrate the role of emotion in ICT‐based organisational change through a case study of a not‐for‐profit organisation’s implementation of a Webbased case management system. In particular, it is argued that emotions and new ICT systems are experienced as ambiguous phenomena, which makes people susceptible to influence through interaction. Furthermore, such interaction to negotiate meanings for the emotional experience of ICT implementation is critical to its success.

The chapter critically analyzes the concepts and the practices of surveillance in modern and postmodern societies along with their consequences. We show the changes in the systems, which are used to monitor individuals, and emphasize the transition toward soft surveillance systems, probably stimulated by digital technologies. This switch from top-down control to “lateral” monitoring systems encloses surveillance practices with suggestive names like interveillance, synopticon, and dataveillance. The dark side of digital health has a bright start. According to Topol’s (2016) vision of the future, we will soon be the “consumers,” the real protagonists, of the management of our health – thanks largely to the practically endless data about our bodies, behaviors, and lifestyles we will be able to collect and analyze. We will share our health information in real time with the doctors whom we will choose based on their score in clinical rankings (here, too, quantification rears its head). Yet, this simplified version of health makes it seem that there are always some solutions, which the algorithm can supply as long as it has enough information. Moreover, in the United States, some health-insurance companies have started to offer a discount on premiums to the members who agree to collect and share self-tracking data with them. Clearly, the discount is given only to the workers who have healthy habits. At first sight, this can seem as a win-win trade-off; however, what today is presented as an individual option can easily become a requirement tomorrow.

This paper aims to show how our understanding of the effects of enterprise resource planning (ERP) systems on management accounting are influenced through “nudging” by researchers in their preamble before interviews begin.

There were two groups of comparable respondents. Each group received a different preamble to the same questions. The differences in group responses were analyzed.

When the impact of ERP implementation on the physical, transactional and information flows within the firm were nudged, the responses focused on how the chart of accounts had to be expanded to account for the additional data introduced by transaction processing. When the IT and ERP system knowledge and skills were nudged, the responses tended to emphasize analyses or the use of new information through the use of drill down functionality. This research provides new insights and contributions to understanding how nudging affects or directs respondent assessments of the impact of ERP systems on management accounting.

The research is limited by the relatively small samples and by the fact that these were different research projects.

Nudging has an obvious impact on research that should not be ignored.

Unintentional nudging should be considered with all research projects.

This paper makes explicit that nudging occurs in research whether intentional or unintentional.

The deadhead subculture – centered around the band Grateful Dead – has been active for 50+ years. Despite its longevity, academic work is sparse compared to other music subcultures. Given its durability and resilience, this subculture offers an opportunity to explore subcultural development and maintenance. I employ a contemporary, symbolic interactionist approach to trace the development of deadhead subculture and subcultural identity. Although identity is a basic concept in subculture research, it is not well defined: I suggest that the co-creation and maintenance of subcultural identity can be seen as a dialectic between collective identity and symbolic interactionist conceptions of individual role-identity.