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The purpose of this study is to evaluate the effect of some internal features that influence the efficiency of non-bank financial institutions (NBFIs) in Bangladesh.

The study selected the top 15 Dhaka Stock Exchange (DSE)-listed NBFIs according to purposive sampling. The study period was from 2016 to 2020. Secondary data were collected from annual reports. The cost-to-income ratio was a dependent variable that was used as a proxy of operational efficiency. The ordinary least square regression technique was applied to measure the impact of firm-specific factors on efficiency.

Results showed that number of employees, branch number, firm size and deposit ratio have a significant effect on efficiency at 5% level. The number of branches and employees showed a negative impact, whereas firm size and deposit ratio showed a positive effect on the firms' efficiency. The deposit ratio is negatively related because deposit interest expenses were more than offset by interest income generation through the conversion of deposits into loans.

The study has practical and policy implications on NBFIs' managers, employees, shareholders, depositors, clients, regulatory authorities and government as efficiency enhancement would bring financial soundness.

This study shed light on some firm-specific factors that can be changed to increase operational efficiency or reduce the cost-to-income ratio. The novelty of the study is that it identified some significant associations between firm-specific factors and the operational efficiency of NBFIs.

The paper aims to understand how the spread of coronavirus disease 2019 (COVID-19) influenced public employees' perception of smart working and how this approach was used during the pandemic. The authors asked about smart working's positive and negative aspects and how these changed during the pandemic.

The authors explored the strengths and weaknesses of smart working before and after COVID-19. The authors interviewed 27 Italian public employees who had experienced smart working before the pandemic. The questions and discussion aimed to broadly explore the strengths and weaknesses of smart working and smart working's impact on working performance, work relationships and work–life balance (WLB).

Smart working had a widespread and positive impact on organizational flexibility. Smart working improved the response and resilience of Italian public organizations to the pandemic. However, some critical factors emerged, such as the right to disconnect and the impact on WLB.

The authors suggest that the pandemic exposed the need for public administrations to consolidate work flexibility practices, such as smart working, by paying more attention to the impact of these practices on the whole organization and human resources management (HRM) policies and practices.

This study makes an important contribution to the literature on the public sector by discussing the positive and negative aspects of smart working. The study also provides managerial and policy implications of the use of smart working in public administrations.