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This paper aims to set out several of the key issues and areas of the inter‐disciplinary field of climate change research based in accounting and accountability, and to introduce the papers that compose this AAAJ special issue.

The paper provides an overview of issues in the science of climate, as well as an eclectic collection of independent and inter‐disciplinary contributions to accounting for climate change. Through additional accounting analysis, and a shadow carbon account, it also illustrates how organisations and nations account for and communicate their greenhouse gas (GHG) footprints and emissions behaviour.

The research shows that accounting for carbon and other GHG emissions is immensely challenging because of uncertainties in estimation methods. The research also shows the enormity of the challenge associated with reducing those emissions in the near future.

The paper surveys past work on a wide variety of perspectives associated with climate change science, politics and policy, as well as organisational and national emissions and accounting behaviour. It provides an overview of challenges in the area, and seeks to set an agenda for future research that remains interesting and different.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The authors used a national dataset, then subsampled healthcare workers. They found that older workers’ job satisfaction is negatively influenced by poor perceptions of job security and autonomy. They argued that managing their job security and offering them work autonomy would motivate them to stay longer in roles.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Since taking power in July 1994, the RPF government has strived to eliminate the Hutu/Tutsi identities from public discourse, replacing the previous divisive identities with a unified nationalist one. For those who use Hutu/Tutsi identities outside the context of the genocide, they are considered genocidaire sympathisers, negationists and spreading divisionism. However, within the context of the genocide, the role of “ethnicity” is being reinforced and reaffirming ethnic divisions. In 2008, the Rwandan parliament officially changed the 1994 Rwandan genocide to the 1994 genocide against the Tutsi. Based on ethnographic data collected from March until October 2008, this paper will argue that within the public discourse on the genocide, the victim/perpetrator dichotomy has become intertwined with the Tutsi/Hutu identities, creating a hierarchy of victimhood. It will explore how through the process of reconciliation and in particular through gacaca the Hutu and Tutsi identities are imbued with collective guilt and victimization.

As businesses worked towards Y2000 compliancy and checked their sources of supply, the mechanisms and nature of relationships in the supply chain were exposed. A multi‐case study methodology of four UK‐based SMEs and one large multinational company was undertaken to exploit this time‐window. Although the Y2000 problem was to some extent unique, it is only one of many potential environmental changes that organisations, particularly businesses, have to respond to in the rapidly changing future. Thus any lessons that can be learned from studying this event could provide useful information for future significant environmental changes; changes to trading and market environments; changes to employment law. Whilst the terms “supply chain” and “supply chain management” are universally adopted, their meaning and actual application is less certain. This paper explores the limited but diverse multidisciplinary literature and the “theory/practice” gap in the area of supply chain management and the impact on the supply chain of preparing for the Year 2000.

Leading IT company LogicaCMG has grown from 3,000 employees in 1991 to 40,000 employees today. Here, group director Nigel Perks explains how the organization’s HR programs have been an essential part of its rapid growth ‐ both organic and through acquisitions.