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Th study evaluates the apparent quality of the 10 Beall's List accounting journals with the highest citation rates by investigating whether the works that cite those journals are comparable to those that cite 11 Scopus journals of similar citation impact.

The study investigates the characteristics of the works that cited the Beall's List and Scopus journals, 2015–2020, comparing the two groups of citing works by publication type (article, book, etc.), extent of self-citation, inclusion in Beall's List and Scopus, Open Access (OA) status, publisher type, citation impact, and country/region of interest.

The Beall's List accounting journals tend to be cited in less reputable outlets; they are especially likely to be cited in Beall's List journals and especially unlikely to be cited in Scopus journals. However, other evidence suggests that these journals occupy a distinctive niche. The works that cite Beall's List journals are especially likely to be OA, to be published by universities and other nonprofits, and to focus on lower-income countries. They also have relatively low journal and publisher self-citation rates.

Beall's List accounting journals may be especially useful to scholars who rely on OA journals, who see their local universities as natural publishing partners, and who investigate topics of concern to developing countries. An increase in the number of non-predatory journals that cater to these authors' needs might help resolve the apparent problem of unmet demand for journal space.

Being a novel public health crisis, the COVID-19 pandemic presented world leaders with difficult options and some serious dilemmas that must somehow be negotiated. Whilst these leaders had limited knowledge about the coronavirus and how the pandemic would potentially evolve, they were still expected to make high-staked judgements amidst a range of uncertainties. The purpose of this paper is to explore the response strategies used by various world leaders from the perspective of crisis leadership within the public health domain.

Secondary data was collected from research papers, policy reports and credible media outlets to examine the construct of crisis leadership within the context of the global pandemic.

The paper identified three cognitive antecedents to the COVID-19 crisis leadership failures, which helped to explain why certain policy decisions were successful and why others were less so. On this basis, a clear dichotomy was drawn between highly rated leaders and their less successful counterparts in relation to the management and governance of the coronavirus pandemic.

The uniqueness of this paper lies in its psycho-political approach, which offered insights into the cognitive undertones that underpin the three leadership failures that emerged from the distinct approaches used by world leaders to prepare for, respond to and recover from the COVID-19 pandemic. The practical recommendations proposed in this paper are hoped to aid better decision-making for leaders faced with the task of managing future public health crises.

Successful knowledge transfer (KT) between younger and older workers (YW and OW, respectively) is critical for organizational success, especially in light of the recent surge in employment volatility among the youngest and oldest segments of the workforce. Yet, practitioners and scholars alike continue to struggle with knowing how best to facilitate these exchanges. The qualitative study offers insight into this phenomenon by exploring how KT unfolds in YW/OW dyads.

The authors performed a reflexive thematic analysis of semistructured interviews with two samples of blue- and white-collar younger/older workers from the USA (N = 40), whereby the authors interpreted the “lived experiences” of these workers when engaged in interdependent tasks.

The analysis, informed by social exchange theory and exchange theories of aging, led to the development of the knowledge transfer process model in younger/older worker dyads (KT-YOD). The model illustrates that, through different combinations of competence and humility, KT success is experienced either directly (by workers weighing the perceived benefits versus costs of KT) and/or indirectly (through different bases of trust/distrust perceived within their dyads). Further, humility in dyads appears to be necessary for KT success, while competence was insufficient for realizing KT success, independently.

In exposing new inner workings of the KT process in YW/OW dyads, the study introduces the importance of humility and brings scholars and organizations a step closer toward realizing the benefits of age diversity in their workplaces.

The study analyses the resilience of food rescue organisations’ operating as “essential services” in response to the COVID-19 pandemic (March 2020) in Aotearoa New Zealand. It explores the impact of COVID-19 on the organisations’ operation, preparedness, and potential positive impacts.

The study employed a qualitative approach based on semi-structured interviews with 19 out of 23 active food rescue organisations across the country. Interview participants included CEOs, founders, managers, and coordinators.

The study identifies six impact areas experienced by food rescue organisations during COVID-19, policy and preparedness, funding, operation - logistics and personnel, supply continuity, food security and sector collaboration. Despite these impacts, the organisations showcased admirable resilience through innovation, adaptability, and collaborative practices, enabling the continuation of their services during the crisis.

The paper provides a three-stage crisis management framework to guide the development and implementation of a crisis management plan to improve the resilience and preparedness of food rescue organisations’ response to future crises. The framework is flexible and adaptable to each food rescue organisation’s unique operation and capacity.

This paper offers a retrospective analysis of the impact of the COVID-19 pandemic in 2020 on 83% of food rescue organisations in Aotearoa New Zealand. It is the first paper to study the impact of COVID-19 on food rescue organisations.

The goal of this study is to explore the role leadership play by Singapore’s government in the handling of the Covid-19 crisis and to suggest recommendations around the leadership dynamics in solving similar challenges experienced by businesses, organizations and societies.

This review was conducted using a case study and a desk review, a systematic review as well as a narrative method where physical books, web searches, online platforms, patterns in related occurrences and related literature were used to support the study. The review was anchored on the contingency approach and the stakeholder theory. Two hypotheses were developed and tested using qualitative comparative analysis. The study finding showed that the Singapore government used an all-inclusive functional leadership approach in curtailing the effect of the pandemic on Singaporeans. The study recommends that in decision-making, being proactive and timely is critical, and developing more conceivable and holistic crisis response plans through an integrated orientation is paramount to the successful achievement of a goal.

Despite some flaws, it was found that the Singaporean government had conveniently used a contingency leadership approach through an all-inclusive functional leadership to mitigate the effect of Covid-19 through the use of social media, messaging apps and effective communication, effective pandemic control techniques, albeit in a proactive manner. As a result, Singapore's mortality rate was relatively lower than that of other nations that were adversely affected by the epidemic, earning them a prime position in the crisis response. The study, therefore, contends that their proactive response to containing the pandemic can be used as a model for people, businesses, the political system and society to lessen incidents of a similar nature in the future.

Policymakers, scholars and frontline workers may have sufficient reason to devote time to developing a more viable, comprehensive crisis response plan by pursuing an integrated learning strategy, through the use of contingency approaches and drawing on past experiences in dealing with global health emergencies. Apart from this, Singapore’s experience will serve as a lesson for the management of businesses and leaders of societies to take proactive steps in dealing with challenges as soon as they arise.

This review showed that contingency is a reality faced by every society and organization and people’s collective responsibility is a necessity during such time. Therefore, when an organization/institution is in a familiar situation, policymakers, academics and business management/leaders need to be proactive and also reflect on past experiences to deal with current and future mistakes in the course of daily operations in an organization/society.

The purpose of this paper is to review the recordkeeping response to the COVID-19 pandemic in New Zealand. It identifies how archival authorities supported potential changes in recordkeeping practice as a result of constraints brought about by the pandemic, in particular the shift to work-from-home as the dominant paradigm.

Analysis of guidance, standards and initiatives published online by New Zealand archival authorities in the early stages of the pandemic was undertaken and contextualised with international counterparts.

Findings indicate that guidance provided to support changes in recordkeeping practice brought about by the pandemic was high-level, outlining potential considerations and possible pitfalls but did not provide applied advice on how to approach the shift to a work-from-home reality.

Research into the effects of the pandemic on recordkeeping practice and output is in its infancy; this paper contributes a brief insight into the New Zealand experience.

This paper aims to assess COVID-19 as presenting both a crisis and opportunity for police trust and legitimacy by considering the role of police in delivering the legislative requirements of government and enforcing various health orders across Australia and New Zealand.

The research relies on a mixed-methods analysis of national, commonwealth, state and territory policy, corporate police reports, academic commentary and media coverage throughout the pandemic. Survey data gathered during the pandemic relevant to trust and legitimacy in police and government is also analysed.

Five findings relating to police trust and legitimacy are identified. They reveal that police mostly did seize the pandemic as an opportunity to implement practices that enhanced perceptions of trust and legitimacy. However, even where police were able to leverage COVID-19 as an opportunity, the protracted nature of the pandemic posed a challenge for maintaining trust and legitimacy gains. The findings also underscore the importance of a continued focus on building trust and legitimacy post-pandemic to counter any lingering consequences.

The applicability of the findings outside the Australian and New Zealand context may be limited, given differences in jurisdictional legislative frameworks and policing operational environments.

This study identifies good community engagement practice for pandemic policing, contributes to communication strategies for managing trust decay during an emergency, forecasts ongoing trust and legitimacy challenges to policing’s post-pandemic operational environment and enhances aspects of post-pandemic recruitment approaches.

The findings contribute to emerging police practice and research on building and sustaining trust and legitimacy during periods of uncertainty and volatility, such as during and after a pandemic.

This study aims to explore public coping strategies with government-imposed lockdown restrictions (i.e. forced compliance) due to a health crisis (i.e. COVID-19). This directly impacts the public's power, as they may feel alienated from their environment and from others. Consequently, this study explores the relationships between the public's power, quality of life and crisis-coping strategies. This is important to help governments understand public discourse surrounding perceived government health crisis communication, which aids effective policy development.

An online questionnaire distributed via Qualtrics received 371 responses from the South African public and structural equation modelling was used to test the hypotheses.

The results indicate the public's experience of powerlessness and resulting information-sharing, negative word-of-mouth and support-seeking as crisis coping strategies in response to government-imposed lockdown restrictions.

The public's perspective on health crisis communication used in this study sheds light on adaptive and maladaptive coping strategies that the public employs due to the alienation they feel during a health crisis with government-forced compliance. The findings add to the sparse research on crisis communication from the public perspective in a developing country context and provide insights for governments in developing health crisis communication strategies. The results give insight into developing policies related to community engagement and citizen participation during a pandemic.

The purpose of this study is to examine the identification and collaboration rhetoric of the Norwegian government and public health authorities during the pandemic. The aim is to show whether and how actors use strategies and themes of identification, and whether they build identification with their publics.

The study combines qualitative and quantitative methods. Six identification strategies were identified through manual text analysis of press statements; word counts of each strategy were registered electronically to access quantitative data of individual actors.

The three strategies reflecting values, the two strategies reflecting division and disagreement and the strategy reflecting change showed almost equal frequencies. The strategy of shaping community, serving the function of change, and the division strategy, demonstrating identification through dissociation, were the most frequent strategies. Politicians preferred the collaboration strategy, while health experts preferred the strategy of concern and recognition.

The six identification strategies extend the understanding of leadership crisis communication and contemporary rhetoric as community-building discourse aiming for speaker–audience collaboration. The study demonstrates that division and disagreement are equally essential components of crisis communication as values and change. When actors differ in choice of strategy, themes and publics, they may still come across as coordinated and unified in their calls for solidarity, collective efforts and common understanding.