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The purpose of this paper is to summarize the Group of Thirty's recommendations and explain how they relate to other concurrent financial market regulatory initiatives in the USA, UK, and Europe.

The paper summarizes the report's four core recommendations, describes how they relate to recent reports by the US Treasury Department, the US Chamber of Commerce, and Committee on Capital Markets Regulation, and discusses how they may signal the direction of forthcoming domestic and coordinated international regulation.

Momentum has been building for consolidation, increased oversight, and international coordination of the legal and regulatory framework that governs the financial industry. The report has an unabashedly pro‐regulatory agenda.

The paper provides helpful reference on the current direction of international financial institution regulation

To explain the SEC’s Share Class Selection Disclosure Initiative (SCSD Initiative), the purpose it seeks to serve, the results it has generated, and its broader implications for the asset management industry.

Explains the newly announced results of the SEC’s Share Class Selection Disclosure Initiative. Provides background on the principles underlying the initiative, the mechanics by which the initiative’s self-reporting program operated, and industry reaction to the initiative. Analyzes the results the initiative generated, in terms of both aggregate disgorgement and the terms of settlement offered to self-reporting advisers. Draws conclusions and provides key takeaways.

Although the terms of the actual settlements were consistent with the framework of standardized settlement terms set forth in the SCSD Initiative, whether the standardized terms of settlement offered under the SCSD Initiative ultimately will be viewed as favorable will depend in large part upon how the SEC continues to treat advisers that did not self-report.

Expert analysis from experienced lawyers in the mutual fund and investment advisory industries.

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.

This chapter draws on recent literature in I/O psychology, management and sociology to posit a relationship between organizational structure and temporal structure and develops the construct of layered-task time. Layered-task time is similar to polychronic time (P-time) in the inclusion of simultaneous, multiple tasks but includes additional dimensions of fragmentation, contamination and constraint. The chapter links the development of this new time and its resultant time-sense to variation in the degree to which organizations are hierarchical and centralized and develops propositions about these relationships. The chapter contributes to the growing literature on workplace temporalities in the contemporary economy.

Coaches from both the professional and college ranks are often put forth as archetypal examples of effective leaders – individuals’ whose behaviors, styles, and wisdom provide the ever elusive playbook for how to successfully lead others. While numerous books and articles in the popular press put forth advice from leaders in the sports world, numerous empirical studies of the drivers of successful sports leadership and the factors that contribute to leader success in the context of sports have also been conducted. In this chapter, we first provide a broad review of empirical leadership research conducted within the sports world and examine how research within the sports context provides a suitable and advantageous setting for leadership research in general. Second, we offer a road map of opportunities for future leadership studies within the context of sports. The goal of this chapter is to stimulate and rally more thought-provoking research related to leadership in sports that generates insights for organizational leadership across contexts.

The purpose of this paper is to examine the mediating effect of job satisfaction on the relationship between time demands of work and turnover intention of software developers in offshore outsourced software development firms (OOSDF) in Sri Lanka.

Survey research methodology was used and 232 software developers attached to OOSDF responded.

It was found that job satisfaction partially mediates the relationship between time demands of work and turnover intention.

The results of the questionnaire survey provided access to breadth of experience. If qualitative data were also obtained those could have provided depth by adding insight and substance to the questionnaire survey.

The findings imply that a greater understanding of employee turnover intentions might be gained by investigating the time demands of work.

It is expected that the paper's findings will provide useful information for both practitioners and academics to better understand the nature of strategies to be adopted in Asian OOSDF.

To assess: (1) the prevalence of specific work practices that incorporate use of information and communication technology (ICT), (2) whether these practices are connected to employee distress or productivity via work extension or social network processes; (3) the implications of ICT-based work practices for the work/family interface.

We draw on the 2008 Pew Networked Workers data collected from a nationally representative sample of workers and use logistic regression methods to investigate links among use of specific ICT-based practices and increases in distress or productivity.

(1) Use of e-mail, instant messaging, texts, and social networking sites at work varies by demographic, organization, and job characteristics, and (2) ICT-based work extension, social network expansion, and connectivity to work colleagues are linked to increases in distress and productivity. Connecting with family or friends while at work can reduce the likelihood that an employee reports an increase in work stress.

Limitations include a cross-sectional design, age of the data, missing data, and measurement issues. Even with these limitations, there are few investigations drawing from national samples of employees that can assess work-related ICT use with this level of depth.

Findings point to technological innovation as an important factor influencing work extension and social network processes and connect this to changes in employee distress and productivity. The focus on productivity is especially important given the emphasis that previous research has placed on linking ICT use and employee distress.

The working day has always comprised frequent interruptions. Yet the frequency and intensity of these disruptions appear to be on the rise as a result of advancing technology, increasing interdependent work processes, and changing work environments (e.g., open-plan offices). Interestingly, there have only been a handful of studies on workplace interruptions, and the primary focus among researchers has been on the effects of interruptions on task completion. In this chapter, we argue that interruptions at work can be conceptualized as emotion-inducing events. We draw on research across different disciplines to develop a framework to show how the work-enhancing or work-hindering effects of different types of interruptions are, in part, determined by the employees' capability to manage (regulate) their emotional responses.

We initially review the literature regarding workplace interruptions. We then develop a framework for understanding the different types of interruptions experienced by individuals at work and then use this framework to develop a model linking interruptions to emotion regulation drawing on Affective Events Theory (Weiss & Cropanzano, 1996). In essence, we advance our understanding of work interruptions by considering these as events that are able to produce positive or negative affective reactions that may enhance or hinder work performance.

The framework presented in this chapter increases understanding of the different types of workplace interruptions and shows how emotion regulation impacts subsequent work-related outcomes. This chapter provides valuable insights into the nature of work interruptions to identify both positive and negative aspects of work interruptions to establish two different domains of work interruptions that may improve (work-enhancing interruptions) or thwart (work-hindering interruptions) work-related outcomes. Theoretical and practical implications are discussed.

The rise of knowledge work has entailed controversial characteristics for well-being at work. Increased intensification, discontinuities and interruptions at work have been reported. However, knowledge workers have the opportunity to flexibly adjust their work arrangements to support their concentration, inspiration or recuperation. The purpose of this paper is to examine whether the experienced well-being of 46 knowledge workers was subject to changes during and after a retreat type telework period in rural archipelago environment.

The authors conducted a longitudinal survey among the participants at three points in time: one to three weeks before, during, and two to eight weeks after the period. The authors analyzed the experienced changes in psychosocial work environment and well-being at work by the measurement period by means of repeated measures variance analysis. In the next step the authors included the group variable of occupational position to the model.

The analysis showed a decrease in the following measures: experienced time pressure, interruptions, negative feelings at work, exhaustiveness of work as well as stress and an increase in work satisfaction. There were no changes in experienced job influence, clarity of work goals and work engagement. Occupational position had some effect to the changes. Private entrepreneurs and supervisors experienced more remarkable effects of improvement in work-related well-being than subordinates. However, the effects were less sustainable for the supervisors than the other two groups.

This paper provides insights into how work and well-being are affected by the immediate work environment and how well-being at work can be supported by retreat type telework arrangements.

Knowledge workers live and work in a technology-enabled, push-notification world full of interruptions that create information overload, often requiring these workers to utilize task switching as a mechanism to meet multiple competing tasks' demands. Previous research has examined both the positive and, more often, negative effects from interruptions and task switching on knowledge workers' performance. However, this paper aims to examine knowledge workers' agentic approach to managing interruption signals and consequent task switching to remain dedicated to the task at hand.

Using an inductive grounded theory approach, we analyzed data from semi-structured interviews with knowledge workers regarding their experiences with task management strategies in interruption-heavy environments.

The results indicate the emergence of a new construct that we define as “task adherence.” We identified behavioral and technological mechanisms that knowledge workers employ to adhere to tasks, and we also categorized a host of environmental, personal and task-related factors that influence a knowledge worker's task adherence level.

This study offers a novel conceptualization of key determinants of knowledge workers' task management. Through insights into how knowledge workers purposefully prepare for and address potential interruption signals, as well as manage task switching from subsequent interruptions, managers may be able to design new work processes to improve task performance.

In a world of interruptions, task adherence adds to and clarifies a missing element in the time and task management dilemma that can enhance future efforts in designing strategies that enable knowledge workers to be more productive.