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This paper considers the role of nonhuman animals in the thought of Donna Haraway, going from her critique of the animal as model/mirror for the evolution of the human body politic to her proposal for a “compost” society. It demonstrates her changing positions in relation to the social role of animals and the deepening of her critique of intersectional relations that subordinate nonhuman animals and animalized people.

The paper intertwines a loosely historical approach and a thematic one, focusing on key issues of sociological theory, such as work, agency and kinship, and the way these relate to the animal question in Haraway's writings. Her texts are discussed both broadly and in-depth, and her positionality in terms of both feminism and antispeciesism is foregrounded.

The paper shows how the progressive abandonment of a posthuman approach in favor of a compostist one brings Haraway nearer to intersectional ecofeminism and to a fuller consideration of nonhuman agency at a material level, as well as to a deeper critique of instrumental relations of domination and issue that had been problematic in critiques of her earlier work.

The paper highlights the role of nonhumans in the evolution and constitution of societies and advocates a response-able multispecies politics.

This paper offers a comprehensive analysis of the social role of animals in Haraway's thought and the deepening antispeciesism of her feminist approach that sheds a different light on her positionality in relation to ecofeminism.

The purpose of this paper is twofold. First, it seeks to articulate a framework for different conceptions of accounting’s performativity. Second, it aims to advance a Baradian posthumanist understanding of accounting’s performativity.

The paper traces different foundational conceptions of performativity and then articulates and substantiates different conceptions of accounting’s performativity. It advances one of these conceptions by producing a Baradian posthumanist understanding of accounting’s performativity.

Seven conceptions of performative accountings are articulated: accounting as a (counter)performative illocution; accounting as a performative perlocution; accounting as a self-fulfilling prophecy; accounting as an overflowing frame; accounting as a controlled relational agency; accounting as a mediator; and accounting as an exclusionary practice. It is argued how a posthumanist understanding of accounting as an exclusionary practice turns accounting from a world-knowing practice into a world-making practice. As such, it should be called to account.

Posthumanist qualitative accounting research that conceives of accounting as an exclusionary practice focuses on how accounting is a material-discursive practice that intra-acts with other practices, and on how there is a power-performativity in the intra-actions that locally and temporarily (re)produces meaningful positions for subjects and objects and the boundaries between them.

A posthumanist understanding teaches practitioners to be attentive to and accountable for the exclusions that come with accounting or, more generally, with measurement. Accounting raises ethical concerns.

This paper articulates different conceptions of accounting’s performativity and makes the case for empirical non-anthropocentric examinations of accounting as an exclusionary practice.

This study aims to examine humans’ reactions to service robots’ display of warmth in robot-to-robot interactions – a setting in which humans’ impressions of a service robot will not only be based on what this robot does in relation to humans, but also on what it does to other robots.

Service robot display of warmth was manipulated in an experimental setting in such a way that a service robot A expressed low versus high levels of warmth in relation to another service robot B.

The results indicate that a high level of warmth expressed by robot A vis-à-vis robot B boosted humans’ overall evaluations of A, and that this influence was mediated by the perceived humanness and the perceived happiness of A.

Numerous studies have examined humans’ reactions when they interact with a service robot or other synthetic agents that provide service. Future service encounters, however, will comprise also multi-robot systems, which means that there will be many opportunities for humans to be exposed to robot-to-robot interactions. Yet, this setting has hitherto rarely been examined in the service literature.

This study explores how compassionate managerial leadership style can help to mitigate workplace stressors and alleviate stress experiences among employees — particularly in an extreme situation, such as the current global COVID-19 pandemic. The study's context is Nigeria's banking, manufacturing and healthcare sectors, which have a history of high employee stress levels.

Using a qualitative, interpretive methodology, the study adopts the thematic analysis process (TAP) to draw and analyse data from semi-structured telephone interviews with 10 banking, 11 manufacturing and 9 frontline healthcare workers in Nigeria.

It was found that a compassionate managerial leadership can drive a considerate response to employees' “fear of job (in)security”, “healthcare risk” and concerns about “work overload, underpayment and delayed payment”, which respondents considered to be some of the key causes of increased stress among employees during the current COVID-19 pandemic.

The study is limited to exploring the relationship between compassionate managerial leadership and an organisation's ability to manage employee stress in the COVID-19 situation, using 30 samples from organisations operating in three Nigerian cities and sectors. Future studies may involve more Nigerian cities, sectors and samples. It may also possibly include quantitative combination to allow generalisation of findings.

In order to survive in extreme situations, such as the COVID-19 pandemic, organisations are forced to take drastic and often managerialist-driven work measures which can trigger high stress levels, low productivity and absenteeism among employees. Hence, organisations would benefit from implementing compassion-driven policies that are more inclusive and responsive to the workplace stressors facing employees.

Employee stress has been widely explored in many areas, including definitions, stressors, strains, possible interventions and coping strategies. There remains, however, a dearth of scholarship on how management-leadership compassion can help to reduce employee stress levels in extreme conditions, such as the COVID-19 pandemic — particularly in emerging economies.