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Within the two-tier bargaining system, the role of complementary collective bargaining is somewhat controversial. In this paper, the authors analyse collective agreements from a triple perspective: scanning the contents of firm-level complementary collective agreements (CCAs); identifying the factors that determine the probability of signing a CCA and analysing the relationship between the latter and firm performance with a focus on the role of different negotiated topics.

The empirical procedure is based on 2 main linked sources: longitudinal balance sheet data and a cross-sectional dataset of a representative sample of Italian firms with at least 15 employees, including some retrospective information. The innovative dataset derives from integrating multiple sources. The main empirical approaches include Generalized Method of Moments (GMM) estimations, multivariate regressions, as well as instrumental variable (IV) estimations to overcome simultaneity issues.

With respect to the probability of signing a CCA, on the firms' side, the authors find a positive role of the degree of firm capitalisation and affiliation with an employers' association and a negative role of family firms compared to non-family firms; on the workers' side, a positive role of the workers' unionisation rate and a positive but differentiated weight of workers' union representations and industrial conflicts. With regard to firm performance, the authors' estimates suggest that signing a CCA is associated with an average increase of 3% in total factor productivity (TFP) and 7.8% in labour productivity. By investigating the contents of the complementarity agreements, the authors show that bargaining a wider range of topics implies advantages that are not homogenous, benefitting more efficient firms. Moreover, the authors find a specific positive and significant role for three main interacting issues: economic incentives, organisation and employment.

The cross-sectional structure of the data on bargaining practices prevents detecting causal relationships due to either potential common driver(s) of both the target variables (firm performance) and bargaining practices (simultaneity bias) and unobservable time-invariant firm-level characteristics (heterogeneity bias).

According to the authors' results, policymakers should operate along four fiscal channels to spur the efficiency of firms, via CCA. First, tax incentives stimulate higher firm capitalisation, as this seems to be a CCA-favouring factor. Second, deduction in taxable income for union members, which should led to higher membership rates, hence raising the likelihood of obtaining a CCA. Third, incentives aimed at directly promoting the greater diffusion of CCAs as a source of improved performance. Fourth, fiscal tools aimed at favouring the negotiation of either specific contents or “bundles” of contents, which the authors' estimates show as an additional performance-enhancing tool of CCA practices.

The conceptualisation of the contents of CCA as organisational investments and the whole probability function of signing a CCA are quite innovative. Moreover, the econometric strategy takes account of several potential sources of bias when estimating the relevant coefficients at each stage, which is currently not fully considered in the literature. Finally, this is the first study to shed light on both the diverse outcomes associated with different negotiated topics (in terms of quantity and quality) and the distinction between short and medium-long term effects.

The purpose of this paper is to analyse the coherence between competency mismatches and the objective of European policymakers to transform the higher education system through the Bologna Process and the Dublin Descriptors, moving from the transfer of knowledge from the teacher to learning by the student and from disciplinary knowledge to competencies.

The paper is based first on the theoretical arguments that confront the European reform of the tertiary education system and the nature of competency mismatches, and second on graduate earnings function estimates using two Italian databases. The paper demonstrates the waning signalling power associated with university degrees and the disruptive assertion of the competency concept.

The theoretical arguments developed suggest that competency mismatches are not only responsible for the medium-low positioning of the competency profile with respect to a counterfactual constituted by a graduate with a good match but also tend to affect the growth path of the competencies themselves: the bigger the initial gap, the smaller the steps in their growth. The econometric estimates carried out document that the level of expressed competencies drives graduate remuneration.

By disentangling educational outcomes (i.e. disciplinary knowledge) from requested competencies, the study demonstrates that firms remunerate competencies and to a far lesser extent disciplinary knowledge per se, and that cultural background tends to assume greater importance than formal education in forging transversal competencies. The Bologna Process could overturn this situation, provided it is integrated with a constructivist pedagogical approach, a tool that is lacking today but is vital in providing education processes that enable students to acquire and develop the competencies required by modern production techniques.

This paper examines the influence of high performance work practices (HPWPs) and industrial relations (IR) on firm propensity for product and process innovation. The authors distinguish between two styles of workplace governance – democratic and autocratic – based on whether the management is willing to cooperate with workers’ representatives, and two styles of IR – participatory or advocatory – based on the extent of their influence. The estimates carried out indicate that HPWPs always have a significant and positive effect on both product and process innovation, while IR has a positive effect only in respect of product innovation, and provided the style is of participatory type. An interpretation of the IR effects could be that process innovation makes workers feel insecure about their jobs, while product innovation represents the path that can better protect workers’ prospects in an uncertain and unstable competitive environment. In respect of the style of IR, the effect is positive when workers’ representatives adopt a participatory role; the effect is instead cancelled out when employing an advocatory role. Participatory style IR is very likely to contribute to creating a positive attitude towards change, with workers willing to share the adjustment costs (such as learning new competencies), while advocatory style IR generates, in the minds of managers, a perception of the risk that investments in product innovation may turn into sunk costs for the firm through a likely appropriation of quasi-rent by workers (‘hold-up problem’).

Mark Klinedinst cuts straight to the chase with a chapter which examines the performance of commercial banks in the United States relative to credit unions which are financial cooperatives with democratic structures. Using panel data for the 1990s and early 2000s Mark shows that credit unions are more efficient than banks that are comparable in size, the metric being the assets per dollar of salary managed by the organization. Given that credit unions in the United States have not required a massive taxpayer bailout, the chapter offers food for thought as to what shape financial institutions should take in the United States going forward.

This paper introduces the second part of a AAAJ special issue on accounting, accountability and management during the COVID-19 emergency. The authors analyse the themes that emerge from the second part of the special issue, which allows us to identify the diverse accounting and accountability practices across different geographical and organisational contexts. The authors also provide an overall picture of the contributions of the special issue, with insights into avenues of future research.

Building on the first part of the AAAJ special issue, the paper draws together and identifies additional emerging themes related to research into the COVID-19 pandemic and how it impacts accounting, accountability and management practices. The authors reflect on the contributions of the special issue to the interdisciplinary accounting research project.

The authors identify two macro-themes and outline their contributions to the accounting literature. The first deals with the changes and dangers of accounting and accountability practices during the pandemic. The second considers accountability practices in a broader sense, including reporting, disclosure and rhetorical practices in the management of COVID-19.

The paper shows the pervasive role of accounting and accountability in the unprecedented and indiscriminate health crisis of COVID-19. It highlights the important role of special issues in producing timely research that responds to unfolding events.

This paper contributes to current debates on the roles of accounting and accountability during COVID-19 by drawing together the themes of the special issue and identifying future interdisciplinary accounting research on the pandemic's aftermath.

The purpose of this paper is to discuss the themes emerging from the first studies exploring accounting, accountability and management practices during the COVID-19 pandemic and coming from a diversity of experiences, across countries, organizations and individuals. In so doing, the paper gives an overview of the most recent findings about the role of accounting and accountability in times of crisis that are hosted in this special issue of Accounting, Auditing and Accountability Journal (AAAJ).

The paper draws together and identifies emerging themes related to the current COVID-19 pandemic and its impacts on accounting, accountability and management practices and considers how the studies in this issue extend one’s knowledge of accounting and contribute to accounting research.

Three emerging themes are drawn and their contribution to accounting scholarship is discussed. The first theme deals with the role of accounting and numbers in supporting governmental responses to COVID-19. The second theme considers accounting practices used to make exceptional decisions at the organizational level in times of crisis. The third theme addresses a relevant frontier of research into accounting and inequalities.

In considering the diverse contributions of this special issue, the paper points out how uncertainty and change can impact the design, use and understanding of accounting, management and accountability practices and can be accepted by scholars and practitioners as part of such practices.

This paper provides a timely and comprehensive picture of the first reflections and research findings on the impacts of the COVID-19 pandemic on one’s interpretation of accounting, accountability and management practices.

This paper aims to (1) identify the different performance drivers (lead indicators) and outcome measures (lag indicators) investigated in the literature concerning the four balanced scorecard (BSC) perspectives in operations management (OM) contexts and (2) understand how performance drivers and outcome measures (and substantiated perspectives) are related.

We undertake a systematic literature review of the BSC literature in OM journals. From the final sample of 40 articles, performance drivers and outcome measures have been identified, and the relationships amongst them have been synthesised according to the system dynamics approach.

Findings show (1) the most relevant performance drivers and outcome measures within each BSC perspective, (2) their relationships, (3) how the perspectives are linked through the performance drivers and outcome measures and (4) how the different measures relate systemically. Accordingly, four causal loops amongst identified measures have been built, which – jointly considered – allowed for the creation of a dynamic strategy map for OM.

This study is the first one that provides a comprehensive and holistic view of how the different performance drivers and outcome measures within and between the four BSC perspectives in OM relate systemically, increasing the knowledge and understanding of scholars and practitioners.

The purpose of this paper is to understand how communication strategies and the use of numbers can ensure the buy-in and cooperation of stakeholders.

Drawing on legitimacy theory, this study analysis documents regarding the communication strategies of New Zealand (NZ)'s Prime Minster, Jacinda Ardern, during the COVID-19 pandemic, in order to extract lessons for organizations. The authors contrast Ardern's communications with those of Donald Trump, the President of the United States (US), as evidence that leaders do not necessarily follow these strategies.

The findings show that clear, consistent and credible communications, backed up by open access to the numerical data that underlie the decisions, ensure that these decisions are seen as legitimate, ensure that citizens/stakeholders feel leaders are accountable and believe in the necessity of measures taken and that they conform to the guidelines and rules. By contrast, the strategy of attempting to withhold information, blaming others, refusing to acknowledge that there are problems and refusing to address problems lead to non-conformance by citizens/stakeholders. Business leaders could apply these lessons to the management of crises in their organizations to ensure buy-in from employees and other stakeholders. Leaders and organizations that follow these communication strategies can emerge in a stronger position than before the crisis.

This paper develops a theoretical framework of strategies aimed at maintaining and disrupting legitimacy among key audiences, which can be used in future research.

This paper highlighting how organizations and organizational leaders can best communicate with stakeholders using accounting, thus coming across as being accountable during crisis times.

The legitimacy maintenance strategies outlined in this paper ensures that stakeholders feel leaders and the organizations they represent hold themselves accountable.

This paper outlines the lessons that an organization can learn from communication strategies adopted by governments during the COVID-19 crisis. The paper extends legitimacy theory by explicitly acknowledging the ability to disrupt the legitimacy of others and including this in the authors’ theoretical framework.

The reputation has a significant impact on business, and it influences by causing an exponential positive or negative effect. There are many different issues that affect the level of reputation, and they are independent from the sector of the activity. If we focus on museums, previous studies mainly highlight the different strategies in order to manage and to increase their reputation. However, each research points out a specific aspect linked to the engagement, the use of digital technologies, or social media platforms. Our research aims to deep investigate the governance and leadership drivers in order to increase positive feeling within stakeholders also by using social media instruments. This research has indeed an exploratory nature as, to the best of our knowledge, no previous research focused on a similar strategy that characterizes for a “stellar” manager applied to a small museum in a small city.

The research uses a case study by observing the effects of selecting a well-known manager of the top ranked museum in the world (Louvre) in order to boost the reputation of a “startup” museum barely known (Pistoia Museums). After having analyzed the main drivers of reputation of the case, the study uses interview with the scientific director of the small museum.

The results contribute to the discussion about the drivers and the different strategies to boost reputation by showing how the management and leadership issues are able to increase it rapidly. However, findings also point out the need to have a clear overview about the digital tools applied to an adequate communication. The results show how the flexibility of a small growing museum can positively affect and boost reputation. This strategy can be applied to other small museums that aim to affirm their identity.