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In this chapter, we first argue for a green criminological perspective on culture as well as nature, as those concepts are framed in the United Nations Sustainable Development Goals. Second, from within this green criminological perspective we discern a neocolonial hegemony in the resource extraction from developing countries that is represented by international trafficking markets in looted cultural heritage and poached wildlife. In other words, developed nations benefit from these trades while developing nations suffer, and governance regimes attempting to control these global criminal trades prioritise the rational interests and cultural norms of the more powerful market nations over the local interests and cultural histories of communities at the source of the chain of supply. Finally, our third argument is that the emerging intellectual framework of sustainable development, as represented in the UN's goals, may provide a perspective on the issue of trafficking culture and nature that can push back against the neocolonial hegemony of international criminal markets such as these.

This paper aims to analyse and critique common performance indicators for the policing of organised crime, and to propose a new approach.

This paper was based on key respondent interviews with staff at an organised crime‐policing agency; literature review; analytical work and construction of a new model.

KPIs and other targets drive the policing of organised crime. Often these ultimately constitute numerical targets – amount of drugs seized; number of key nominals arrested, etc. – which are crude and which the research evidence base on the reduction or prevention of organised crime activity does not support as being suitable measures of success. Success in contemporary organised crime policing is increasingly becoming defined in terms of “harm reduction” (often at the “community level”). A new performance management framework for organised crime‐policing agencies is proposed, which is more sensitive than traditional measures to harm reduction. The proposed model comprises three components: programme logic; a pathway approach; and the use of evaluation panels.

The empirical research was only conducted in one organised crime agency and therefore provides a case study approach to performance management. The literature review suggests that the performance management framework of that agency was similar to other comparable agencies around the world, but more comparative research would be needed to confirm that. The model proposed would benefit from piloting and evaluation.

The analysis and modelling provided in this paper create the groundwork for the development of more effective performance indicators and targets in organised crime policing.

This lies in the attempt to tie business model drivers into policing that is more sensitive to reducing the adverse social outcomes of organised crime than traditional drivers that tend to create formal, rather than substantive, police interventions.

This chapter introduces the Sustainable Development Goals (SDGs) and considers how criminological research, policy and practice can advance this global agenda. It critically accounts for the complex geopolitical, institutional and ideological landscapes that gave rise to this agenda and the challenges this poses for implementing the SDGs today. The chapter also raises important questions about the viability and consequentiality of global efforts to govern the nexus between crime, justice and sustainable development on account of the gravest threat to humanity, climate change. We conclude that all of these issues highlight the need for scholars and practitioners with expertise on crime and justice to approach this agenda from a critical standpoint. At the same time, we acknowledge that the SDGs remain the best global framework that we have for promoting safer and more equitable societies.

A royal charter of incorporation imposing public benefit/social responsibilities established the privately owned British South Africa Company (BSAC), in return for power to exploit a huge territory using low-cost local labour. This study explores the dual principal–agent problem of how the BSAC used annual report narratives to report on its conflicting economic responsibilities to investors versus its public benefit charter responsibilities to the British Crown.

Having digitised the dataset, the research analyses narratives from 29 BSAC annual reports spanning a continuous 35-year royal charter period, using computer-aided keyword content analysis to identify economic-orientated versus public benefit-orientated annual report narratives. The research analyses how the annual report narratives shifted according to four key contextual periods by reference to the changing influence of private investors versus the British Crown.

There are two key findings. First, economic primacy. At no point do public benefit disclosures outweigh economic disclosures. Second, the BSAC's meso-corporate context and macro-social/political context can explain patterns in public benefit disclosures. The motivation for producing public benefit information is not altruism. Rather, commercial interests motivate disclosure. The BSAC used its annual reports to sustain what proved ultimately unsustainable – royal charter-style colonialism.

This accounting history study contributes to an understanding of corporate narrative reporting using one of the earliest known cases of such analysis and shows how accounting plays a central role in facilitating a company in sustaining its interests. This 100-year lookback may be a portend of the future for modern-day annual report corporate social responsibility narratives in, say, mining and oil and gas company corporate reports, especially if these natural resources run out.

The takeover moves by TACE—the printing‐to‐crane safety engineering group — represent a comeback for a one‐time City star, Jock Mackenzie. But the man largely responsible for TACE's expansion is Simon Hunt, a 29‐year‐old ex‐factory foreman, whose management philosophy is one of ‘mild intervention’.

Certain elements of Hayek’s work are prominent precursors to the modern field of complex adaptive systems, including his ideas on spontaneous order, his focus on market processes, his contrast between designing and gardening, and his own framing of complex systems. Conceptually, he was well ahead of his time, prescient in his formulation of novel ways to think about economies and societies. Technically, the fact that he did not mathematically formalize most of the notions he developed makes his insights hard to incorporate unambiguously into models. However, because so much of his work is divorced from the simplistic models proffered by early mathematical economics, it stands as fertile ground for complex systems researchers today. I suggest that Austrian economists can create a progressive research program by building models of these Hayekian ideas, and thereby gain traction within the economics profession. Instead of mathematical models the suite of techniques and tools known as agent-based computing seems particularly well-suited to addressing traditional Austrian topics like money, business cycles, coordination, market processes, and so on, while staying faithful to the methodological individualism and bottom-up perspective that underpin the entire school of thought.

Recent accounting research has connected the coercive and enabling types of formalisation (C/E) (Adler and Borys, 1996) with the distinction between diagnostic and interactive controls (D/I) proposed by Simons (1995, 2000) to tackle research questions on complex control situations involving both the degree of employee autonomy and patterns of management attention. The diverse conceptual approaches used for connecting C/E and D/I have led to fragmentation in the literature and raise concerns about their conceptual clarity. In this paper, we assess the conceptual clarity of various forms of connection between C/E and D/I. Firstly, we conduct an in-depth content analysis of 59 recent papers, and inductively identify three points of conceptual ambiguity and divergence in the literature (namely, the perspective from which a phenomenon is studied; whether categories capture choices driven by design or by style-of-use; and the properties of control systems). We also observe that the literature proposes various forms of connection (i.e. coexistence, inclusion, and combination approaches). Secondly, we use the three detected points of ambiguity and divergence as assessment criteria, and evaluate the extent to which conceptual clarity is at risk under each form of connection. Based on this assessment, we provide guidelines to enhance the conceptual clarity of the connections between C/E and D/I, propose several research models, and indicate opportunities for future research in this area.

Strategic adaptation in complex environments with frequent changes must balance the search for innovative opportunistic ventures and conscious pursuit to achieve established goals and outcomes. This creates a tension between attempted efficiency gains from tight strategic controls that avoid diversion of corporate resources and the facilitation of dispersed initiatives in search for business opportunities. To assess this conundrum, the authors present an interactive strategic control model that combines planning and participative strategy-making with interactive control processes. This combination of management practices arguably creates an adaptive system that drives the upside performance outcomes from a guided adaptation of opportunistic insights. Various hypotheses are developed and tested based on survey data from among the 500 largest firms in Denmark. The results suggest a direct relationship between interactive controls, strategic planning, and participative leadership on upside performance outcomes. Moreover, the positive effect from interactive controls on the upside potential is enhanced by participative decisions.