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Our examination of accounting and violence aims to reinvigorate what it means to provide accountability and visibility given that knowledge and values are socially constructed. The authors follow the legacy of critical accounting research in this essay, using counter accounts, shadow accounting, and narratives to uncover the discipline’s relationship to violence, women, and migrants.

This chapter analyses the emergency policy responses that the European Union made during the summer of 2015 to manage the significant numbers of migrants entering Europe. The chapter employs Broadbent’s (1998) ideas of ‘accounting logic’ to analyse these policy actions. The chapter argues that there are multiple and complex reasons why people migrate, and why in this instance people are prepared to risk their lives by taking perilous journeys. An ‘accounting logic’ leads to decisions being based mainly on financial inputs and expected outputs rather than on the social and humanitarian needs of migrants and refugees. Despite the significant amount of resources provided by the European Union, the crisis continues. The risks associated with employing an accounting logic are that it may preclude a full understanding of situations by silencing other values and logics.

This chapter examines organisational change processes that occur when accountability demands from powerful external stakeholders change. It investigates, firstly, whether these external accountability demands impact on the performance management systems of two different types of organisations. Secondly, it considers whether the goals for improved performance contained within the external accountability demands are realised. The chapter derives its primary insights from analysing in-depth interviews with managers working in a private sector company and in public sector organisations. The analyses reveal complex organisational responses. In the public sector case study, the organisations tended to reorient their performance management systems towards the external accountability demands; whilst in the private sector organisation, pressures from falling share prices forced managers to focus their decision making on the preferred performance measures contained in shareholders’ accountability demands. However, whilst there is some evidence of performance management system changes, the desires for improved performance subsumed by the external accountability demands are not necessarily realised through the performance management system changes.