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Research on business networks in organisationally thin regions, which are characterised by a low density and quality of business networks, is still in its infancy, while the facilitation of business networks receives increasing interest. The present paper combines both perspectives by investigating how different types of network brokers facilitate business networking and knowledge-sharing in organisationally thin regions.

Burt's theory on brokers in social networks is applied to knowledge-sharing in business networks for organisational thinness as context. A qualitative case study represents the empirical basis that describes network brokers from various domains in three different German case regions, which are characterised by organisational thinness.

The network brokers studied facilitate different types of business networks, and they use various levers to increase knowledge-sharing among companies in business networks. Two broker types emerge, private business-driven versus public policy-driven network brokers with distinct approaches to the facilitation of business networking and knowledge-sharing and different limitations due to organisational thinness.

Companies, notably SMEs, in contexts characterised by low networking density and quality may benefit from various types of network brokers that foster business networking and instigate knowledge exchange. Public policy should embed activities of private brokers in existing SME assistance programmes to increase the quantity and quality of business networks.

Network facilitation in regions with weaknesses in their endowment with industry clusters, business networks and innovative knowledge exchange is under-explored, and this paper contributes to shedding light on this topic with a case study.

This paper aims to investigate the contribution of brokers to business non-profit collaborations, in the context of employee volunteering. It investigates the roles brokers play and ways they contribute to value creation within social alliances.

This research focusses on a case study of a UK employee volunteering broker programme run by a local volunteer centre. A combined qualitative methodology involved document analysis and interviews, with brokers and business, community and government partners involved in employee volunteering collaborations.

Brokers play three key roles in business non-profit collaboration as connectors, facilitators/co-designers and learning catalysts. These roles help stimulate manifestations of associational value, transferred resource value, interaction value and synergistic value.

Results indicate brokers play an important part in nurturing conditions underpinning innovation and value co-creation, key characteristics of transformational forms of business non-profit collaboration. This study was based on a single case study. Future research could explore broker contributions within a variety of business non-profit settings.

For managers implementing business non-profit collaborations, this paper provides a framework depicting key broker roles and ways brokers enable collaborative value that may be useful when assessing whether to use the services of a broker.

This paper enriches the understanding of business non-profit collaboration and the role of individual actors in affecting value creation, an under-researched area in the social alliance literature. It provides a framework for assessing broker contributions in business non-profit collaborations.

The article explores the role of information brokers and information consultants, their development, reasons for their emergence, their main characteristics and activities and their relations with libraries. Finally, the future of information brokers/consultants is examined.

This paper aims to explore the relationship between human trafficking brokers and trafficking victims by using examples from both the international labour and human organ trafficking industries. It proposes an evolution in the brokerage process from geographic to online networks and how this alters the nature of the relationships between parties. The study aims to expand the understanding of contemporary trafficking brokerage networks in developing areas.

The paper opted for an ethnographic study which involved living among trafficking victims in 21 developing countries during the period of 2008-2015; 17 cases are presented as exemplars of the trafficking industry environment, told from the perspective of both trafficking victims and the brokers who have profited from them. The data were complemented by commentary, which developed common themes across both labour and human organ trafficking.

The paper provides insights about how change in the brokerage process is brought about by the shift from geographic to online networks. It suggests that trafficking operations have learned how to use online social media and the dark Web. Moreover, it illustrates the impact of these networks on the power imbalance in human trafficking and the experience of its victims.

The study is limited to labour and human organ trafficking in developing nations, but the concepts may have wider implications in other forms of human trafficking.

The paper includes implications for the development of a framework to understand the impact of online trafficking networks.

This paper fulfils an identified need to study how human trafficking networks are evolving in the digital age.

Notes that the insurance broking industry is unattractive and subject to long‐term change. Cites factors contributing to this such as industry saturation, low entry barriers and low product differentiation. Notes expected responses to such conditions, including those from the large, medium‐sized and provincial or high street brokers. Suggests that the latter are likely to decrease in number, faced with the increasing efficiency of direct writers and attempts by medium‐sized brokers to enter their market to offset losses in the upper levels of the market. Notes that this pattern is reflected in other areas of financial services.

The purpose of this paper is to examine how insurance brokers control opportunism at the postcontractual stage of insurance contract in the Nigerian insurance market. Such opportunism, widely reported of insurance commercial customers, threatens the survival of the entire insurance institution while brokers' role is grossly ignored.

The paper involved the use of semi‐structured interviews of insurance broking executives and documentary analyses of how insurance brokers gather and pass on information between clients and insurers to control opportunism in the insurance market.

Findings suggest that the involvement of the insurance brokers from the claim notification stage, claim auditing to actual settlement and dispute mediation are instances of control over customers' opportunistic tendencies. Also, it is found that fear of reputation damage and brokers' professional way of handling clients' over‐exaggeration and suspicious claiming might considerably control insurance opportunism.

Involving insurance brokers in the claim settlement stage is capable of reducing insurers' claim auditing costs while guaranteeing hassle‐free claiming experience for customers and boosting the image of the insurance industry. Hence, findings are relevant for insurance companies and regulators desirous of controlling opportunism in the insurance market.

The paper extends the marketing role of brokers to the claim settlement stage by highlighting their potentials to control clients' opportunistic behaviours which threaten the insurance market.

To provide an overview of the new uniform definition of “branch office” and to discuss how that definition will influence broker‐dealer supervisory programs.

Discusses the new definition of “branch office”, describes new NASD and New York Stock Exchange supervisory control system requirements and supervisory requirements for branch offices and other locations, and suggests guidelines for developing a branch office or remote office supervisory program.

In the current regulatory environment, no broker‐dealer should overlook regular and rigorous attention to supervision of branch offices and other remote locations. And in light of the new definition of a branch office, each broker‐dealer must include in its review and analysis a close evaluation of how the broker‐dealer supervises every location where broker‐dealer personnel engage in activities on behalf of the broker‐dealer and must document that evaluation.

Important reference for broker‐dealers’ branch office supervisory programs that underscores the need to pay proper attention to remote locations.

Students will have the opportunity to learn about differentiation strategy, business plans, strengths, weaknesses, opportunities and threats analysis. The primary objective is to allow students to evaluate Abhishek Singh’s decisions. After working through the case and assignment questions, students will be able to: understand the competitive landscapes in the Indian insurance broking market. Differentiate between selling and marketing. Understand the importance and application of differentiation strategy in the Indian insurance broking market. Emphasize the importance of value proposition in developing a competitive advantage for insurance broking organization. Critically analyze the internal strength and weaknesses of an insurance broking company.

RHIBPL, one of India’s largest insurance broking companies, operating for more than 12 years and has had a strong presence in eight major cities of India. RHIBPL had been known for life insurance, non-life insurance like cars, two-wheelers, Mediclaim and health. RHIBPL’s unique selling proposition was the best fit for each product and service after understanding the customer’s need. On October 16, 2020, Abhishek Singh, CDO at RHIBPL, was preparing for an upcoming management meeting on the company’s vision “to be the largest insurance provider in the country and to reach US$ 140 million by 2025,” which was communicated by the Ajay Bansal, founder and chief executive officer of RHIBPL. Singh had to prepare an action plan to achieve the RHIBPL’s vision. He had to develop and implement a differentiation strategy to achieve the RHIBPL’s vision from the available resources. How can he create a competitive advantage for RHIBPL in the highly competitive insurance broking market?

The case delineates the challenges facing an insurance broker company to achieve its new corporate vision. This case can be discussed in undergraduate and postgraduate courses (at the introductory level) in the business management discipline to understand the importance and application of differentiation strategy and competitive advantage. This case can also be significant for insurance-related courses for postgraduates and executives working in the insurance industry. The case can be useful for the courses on services marketing, strategic management, strategic marketing management and marketing management.

Teaching notes are available for educators only.

CSS 8: Marketing.

This paper describes the current status of the Securities & Investments Board (SIB) Regulations relating to futures and options funds (FOFs) and geared futures and options funds (GFOFs) and addresses the need for amendments to accommodate guarantees and performance fees. It also considers the position of trustees in relation to futures brokers' terms of business and outlines ways in which trustees of GFOFs can protect themselves against having to bear an excess of liabilities over assets.

The purpose of this paper is to summarize the significant responses of the staff of the SEC to 16 frequently asked questions (FAQs) which supplement prior guidance on Rule 15a‐6 under the Securities Exchange Act of 1934.

The paper lists Rule 15a‐6 activities, refers to prior guidance on the rule, and summarizes the following issues, among others, covered in the FAQs: transactions between a foreign broker‐dealer and a person temporarily in the USA, distribution by a foreign broker‐dealer of research reports to major US institutional investors, activities of foreign broker‐dealers taken with unaffiliated registered broker‐dealers, boundaries to the definition of “solicitation” by a foreign broker‐dealer of a US investor, and minimum net capital requirements for a registered broker‐dealer in a chaperoning arrangement with a foreign broker‐dealer.

This guidance does not break new ground and may be supplemented in the future. An amendment of Rule 15a‐6 is still necessary to address its fundamental limitations.

The paper provides practical explanation by experienced financial services lawyers.