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The purpose of this paper is to examine the status of small-business lending following the recession.

The authors survey the literature and analyze recent surveys of small-business lending.

The results reinforce the importance of owner equity as a primary source of small-business financing. In addition, the authors find that small firms have been seeking and obtaining less capital since the 2008 financial crisis.

The findings about the main sources of small-business financing will be informative when formulating financial regulation.

The available evidence suggests that new regulation of the financial services industry may be restricting access to products that small-business owners rely on and may adversely affect small banks.

The authors offer the most recent analysis of small-business financing, focusing on changes that may have been caused by the recession and major financial regulations.

Traditionally, individual states have shared responsibility for regulating the US insurance industry. The Dodd–Frank Act changes this by tasking the Federal Reserve with regulating the systemic risks that particularly large insurance organizations might pose and assigning the regulation of swap-based substitutes for insurance and reinsurance products to the SEC and CFTC. This paper argues that prudential regulation of large insurance firms and weaknesses in federal swaps regulation could reduce the effectiveness of state-based systems in protecting policyholders and taxpayers from nonperformance in the insurance industry. Swap-based substitutes for traditional insurance and reinsurance contracts offer protection sellers a way to transfer responsibility for guarding against nonperformance into potentially less-effective hands. The CFTC and SEC lack the focus, expertise, experience, and resources to adequately manage the ways that swap transactions can affect US taxpayers’ equity position in global safety nets, while regulators at the Fed refuse to recognize that conscientiously monitoring accounting capital at financial holding companies will not adequately protect taxpayers and policyholders until and unless it is accompanied by severe penalties for managers that willfully hide their firm’s exposure to destructive tail risks.

The purpose of this paper is to explore the appropriateness of the term “implementing into practice” when describing the way nurse managers attempt to ensure staff compliance with hospital policy.

A narrative exploration of an unexpectedly difficult interaction with a nurse concerning their non‐adherence to uniform policy, drawing on the theoretical frameworks of writers such as Mead, Stacey and Elias.

Personal and shared reflections on this surprising interaction have uncovered many layers of complexity, not only in an individual's adherence or non‐adherence to policy, but also in the whole process of determining and communicating the need for behavioural changes.

Though “implementing into practice” is commonly used in reference to the nurse manager's responsibility for compliance with hospital policy, the term is misleading and appears to derive from taken‐for‐granted assumptions about organisational systems and models of communication. The nurse manager cannot control staff behaviour; and while their intervention does have some influence on the outcome, they in turn are also influenced by ongoing processes of interaction and reflective adaptation that cannot be predicted. This article demonstrates how the behaviour of staff within an organisation is not directed by the nurse manager, but co‐created in continuous interactions through which every participant contributes to the shaping of complex factors that have the potential to influence the development of a policy as well as its degree of acceptance.

This conceptual paper concerns management fashions and fads. It focuses on the way that concepts, techniques and ideas become popular in the marketplace and the role of knowledge entrepreneurs and disseminators in this process. Utilising memetics – the study of memes – the paper demonstrates how some concepts, techniques and ideas prosper in the marketplace, not because of their economic reproductive capacity, but instead because of their interpersonal reproductive capacity. Knowledge entrepreneurs and disseminators (gurus and consultants) might in this light be cast as “evil Svengalis”, bringing forth contagious concepts that serve nobody except themselves. In other words, managers are somehow preyed upon, duped and tricked by gurus and consultants unleashing the latest designer mind management virus. A closer look at the institutional context into which concepts, techniques and ideas are forwarded, as well as the selection process for them, suggests however a more complex relationship exists between managers and consultants. Indeed, in this relationship, managers are likely to play an important part in the consumption of fashions and fads.

Both environment and learning process must be planned to maximise their special contributions to managerial competence. Kolb's Experiential Learning Model provides a framework for matching each managerial competence with the training most likely to instil it. Optimally, student and teacher will join in collaborative ventures, seeking and creating a wide variety of competency‐based learning experiences.

The Foreign Corrupt Practices Act (FCPA) of 1977 and its amendment – the Trade and Competitive Act of 1988 – are unique not only in the history of the accounting and auditing profession, but also in international law. The Acts raised awareness of the need for efficient and adequate internal control systems to prevent illegal acts such as the bribery of foreign officials, political parties and governments to secure or maintain contracts overseas. Its uniqueness is also due to the fact that the USA is the first country to pioneer such a legislation that impacted foreign trade, international law and codes of ethics. The research traces the history of the FCPA before and after its enactment, the role played by the various branches of the United States Government – Congress, Department of Justice, Securities Exchange commission (SEC), Central Intelligence Agency (CIA) and the Internal Revenue Service (IRS); the contributions made by professional associations such as the American Institute of Certified Public Accountants (AICFA), the Institute of Internal Auditors (IIA), the American Bar Association (ABA); and, finally, the role played by various international organizations such as the United Nations (UN), the Organization for Economic Cooperation and Development (OECD), the World Trade Organization (WTO) and the International Federation of Accountants (IFAC). A cultural, ethical and legalistic background will give a better understanding of the FCPA as wll as the rationale for its controversy.

This chapter investigates the nature of the transformation of macroeconomics by focusing on the impact of the Great Depression on economic doctrines. There is no doubt that the Great Depression exerted an enormous influence on economic thought, but the exact nature of its impact should be examined more carefully. In this chapter, I examine the transformation from a perspective which emphasizes the interaction between economic ideas and economic events, and the interaction between theory and policy rather than the development of economic theory. More specifically, I examine the evolution of what became known as macroeconomics after the Depression in terms of an ongoing debate among the “stabilizers” and their critics. I further suggest using four perspectives, or schools of thought, as measures to locate the evolution and transformation; the gold standard mentality, liquidationism, the Treasury view, and the real-bills doctrine. By highlighting these four economic ideas, I argue that what happened during the Great Depression was the retreat of the gold standard mentality, the complete demise of liquidationism and the Treasury view, and the strange survival of the real-bills doctrine. Each of those transformations happened not in response to internal debates in the discipline, but in response to government policies and real-world events.

In October, the CEO of JPMorgan Chase & Co., is preparing for the company's 2010 Q3 earnings conference call and wondering how to address the inevitable questions related to financial reform. It has been just over two months since the Dodd-Frank Financial Reform and Consumer Protection Act (Dodd-Frank Act) had been passed, and there was still much uncertainty as to how JPMorgan should address the reforms. JPMorgan had reported stronger than expected EPS in the third quarter, but analysts were more concerned about what strategic initiatives the CEO would implement in response to the Dodd-Frank Act. The act had introduced wide-ranging and industry-changing reforms that were aimed primarily at fully integrated financial institutions such as JPMorgan. While most of the rulemaking would be forthcoming from regulatory authorities, the CEO knew it would be best to address these issues immediately to protect shareholders by avoiding uncertainty.