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This paper aims to examine the complex issue of the social cost of carbon. The authors review the existing literature and the strengths and deficiencies of existing…
This paper aims to examine the complex issue of the social cost of carbon. The authors review the existing literature and the strengths and deficiencies of existing approaches. They introduce a simple methodology that estimates the amount of “legal looting” in the fossil fuel industry as an alternative approach to calculate an unpaid social cost of carbon. The “looting amount” can be defined as society’s failure to charge fossil fuel firms for the damage that their activities cause represents an implied subsidy.
The methodology used in this paper combines decisions in the form of policymakers setting carbon taxes and rational investors investing in carbon emission markets.
The authors show that the unpaid social cost of carbon in the fossil fuel industry was US$12.7tn over 1995-2013, but may be as high as US$115.5tn.
Over the same period, the sum of industry profits, emission trading scheme carbon permit and carbon tax revenue totalled US$7tn, indicating the industry would not be viable if it was made to pay for damages to society.
The purpose of this article is to track the emergence of topics and research trends in environmental accounting research by using a machine learning method for literature…
The purpose of this article is to track the emergence of topics and research trends in environmental accounting research by using a machine learning method for literature reviews. The article shows how the method can track the emergence of topics and research trends over time.
The analysis of the emergence of topics and shifts in research trends was based on a machine learning approach that allowed the authors to identify “topic bursts” in publication data. The data set of this study contained, 2,502 records published between 1972 and 2019, both within and outside of accounting journals. The data set was assembled through a systematic keyword search of the literature.
Findings indicated that research studies within accounting journals have addressed sustainability concerns in a general fashion, with a recent focus on broad topics such as corporate social responsibility (CSR) and stakeholder theory. Research studies published outside of accounting journals have focussed on more specific topics (e.g. the shift to a low-carbon or circular economy, the attainment of the sustainable development goals [SDGs], etc.) and new methodologies (e.g. accounting for ecosystem services).
The method provides an approach for identifying “trending” topics within accounting and non-accounting journals and allows to identify topics and areas that could benefit from a greater exchange of ideas between accounting and non-accounting journals.
The authors provide a much needed review of research on the vitally important topic of environmental accounting not only in accounting journals but also in the broader research community.
This study contributes to the literature on sexual harassment by explicitly modeling race as a significant predictor of sexual harassment in combination with gender and…
This study contributes to the literature on sexual harassment by explicitly modeling race as a significant predictor of sexual harassment in combination with gender and occupation, rather than regarding each demographic characteristic (i.e. age, gender, race, marital status) as though experienced separately from all others. As represented in the larger literature on sexual harassment in the workplace, the female respondents in this study report more sexual harassment than men, though men do report sexual harassment. Moreover, the gender context (i.e., whether respondent’s occupation is predominantly female or male) of occupation makes a difference for both men and women. These results reveal that women are more likely to be reporting sexual harassment based upon demographic factors in the labor market and appear to be unaffected by labor force characteristics. The men, on the other hand, report more sexual harassment based upon occupational characteristics than demographic factors.
TASER International, Inc. is one of the world's leading less-lethal weapons manufacturers and distributors. The case begins with a dramatic moment as the President and CEO…
TASER International, Inc. is one of the world's leading less-lethal weapons manufacturers and distributors. The case begins with a dramatic moment as the President and CEO of TASER International become aware of a highly critical article in Barron's. The article questions the legitimacy of their high stock price and casts doubt on their continued ability to grow. The case presents the company's counterarguments to the critical Barron's article, and asks for alternatives for TASER's next move into the relatively untapped consumer market with a new consumer-oriented product, the TASER X26C. The case resulted from lengthy in-person, email, and phone interviews with TASER's President, Tom Smith. In addition, the company and its products have been well publicized in the national business press and in the local newspapers. Further, product details and other information on TASERs and other less-lethal weapons has been published in numerous police and military sources. Finally, TASER International's website has been a rich source of supplemental information to support the writing of the case.
The experience of a top team‐building strategy spanning two years is described from two viewpoints: the company′s, Bendix Safety Restraints, and the providers, Sundridge Park Management Centre′s Team Building Services Unit. The development of a client‐consultant collaborative relationship is traced, which has enabled the achievement of significant strategic change goals and helped to enhance the human resource development function. Team‐building workshops are described, including two for the top director team and two integrated workshops of directors with senior managers. A tracking of learning and “bottom line” benefits is described together with an outline of planned initiatives for the future.
Many operating managers view culture and culture change as something “soft” or “squishy” and remote from day‐to‐day concerns. They're worried about “making their numbers”…
Many operating managers view culture and culture change as something “soft” or “squishy” and remote from day‐to‐day concerns. They're worried about “making their numbers” and say they haven't got time to think about organizational culture.