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The purpose of this paper is to understand demographic group (race, first-generation college graduate, gender, age) differences among perceived family and faculty social and family financial support within the US graduate school admissions pipeline in the social sciences.

Using data from a cross-sectional convenience sample survey (N = 99), this paper looks at ordinal social support variables (faculty member support, family social support and family financial support) by demographic groups. This paper uses a Mann–Whitney U test to compare first-generation status, race and gender and a Kruskal–Wallis H test to compare age groups.

This paper finds that applicants over 27 years old had significantly less faculty support in the graduate admissions pipeline compared to other age groups; differences in faculty support across race were marginally significant (p = 0.057). Regarding family social support, this paper finds first-generation applicants, male applicants and applicants over 27 years old report lower levels of support. Finally, this paper finds first-generation applicants and applicants over 27 years old report lower levels of familial financial support.

Previous literature on graduate admissions – published in this journal (Pieper and Krsmanovic, 2022) and others – does not consider experiences up to and before applicants hit the “submit” button on graduate applicants, which the authors term the graduate admissions pipeline. Instead, most previous literatures focus on faculty committees and validity of required application materials. Thus, this study begins to answer Posselt and Grodsky’s (2017) call to develop an understanding of applicant experiences and support within the graduate admissions pipeline.

The purpose of this paper is to provide a framework and conceptualization of approaches to salespersons’ negative reactions to performance-improvement coaching. This is done by first depicting “negative reaction to coaching” (such as defensiveness, reluctance, fear, confusion, or apathy) as the manifestation of an underlying psychological “basic issue” held by the salesperson. Next, from the sales coaching and psychology literature, the theoretical underpinnings of the following coaching approaches are introduced: humanistic, behavioral, cognitive, and psychodynamic. Finally, applications of coaching conversations are presented for each “basic issue” and “coaching approach” pairing.

This study is conceptual and is depicted using a framework illustration (table) of how each negative reaction to coaching (i.e. basic issue) maps to a theoretical approach rooted in the psychology and coaching literature.

Dealing with a rep’s negative reaction to performance-improvement coaching should be treated like the process of handling any sales objection, issue, or concern. This process consists of, first, recognizing, clarifying, or attempting to better understand the rep’s negative reaction; and second, responding to the negative reaction using the appropriate psychology-rooted coaching approach to clarify or explain the purpose or rationale for coaching. Examples and sample coaching conversations are presented for each negative reaction–coaching approach pairing.

The conceptual research presented in this paper provides scholars one way to view and understand such negative reactions to performance-improvement coaching from salespeople, as it maps to the underlying psychological basic issues (behind negative reactions) and theoretical basis (to coaching approaches). Using the framework of Argyris and Schon, this paper conceptualizes these negative reactions to coaching as “action strategies” as a rep’s means to protect him/herself psychologically.

For practicing sales managers (coaches), a better understanding of negative reactions to performance-improvement coaching and underlying theoretical approaches to responding to them could better help shape the most constructive coaching conversations with reps. These conversations should follow the same format as responding to a customer objection (e.g. better understand the reaction and then respond to it).

This conceptual paper blends the theory and practice of sales coaching by providing a framework to aid sales managers in overcoming and minimizing the obstacles posed by salespeople when they are not open to coaching conversations.

The purpose of this research paper is to identify and describe the key leadership skills associated with great leaders in the sales discipline. Nine critically important sales leadership skills are identified and discussed in this manuscript with the purpose of getting sales leaders think about skill set development while providing those responsible for sales leadership development an opportunity to think through some critically important questions.

A sample of over 300 sales personnel were asked to individually describe the best sales leader with whom they had ever worked for during your career. Focus groups were then conducted to identify the most critical skills for sales leadership success. A content analysis of the focus group findings were then used to tabulate the key findings in this paper.

Key findings from this focus group study identified a wide range of critically important leadership skills and behaviors that included: emotional intelligence and 360° communication skills, possessing the ability to effectively coach and develop sales personnel, the ability to create clear performance expectations and accountability, problem-solving and conflict resolution skills, the ability to engage a sales workforce, strategic acumen, character and integrity, and data Mining and analytical skills, among others.

The key findings from this research provide the reader with a host of potentially testable hypotheses as well as ideas and findings for future sales leadership research. 10;This study provides a clear roadmap for sales leaders to develop critically important skill sets needed for improving a sales force's performance and revenue generation capabilities. 10.

This study provides a clear roadmap for sales leaders to develop critically important skill sets needed for improving a sales force's performance and revenue generation capabilities.

The social implications of the study make it clear that great sales leaders take great care of their workforces, develop their people, and demonstrate great character and integrity in the workplace.

This paper will identified nine specific leadership skills and practices required for high performance in this regard. Focus group findings will challenge the readers thinking on several key fronts while at the same time providing them with a punch list of critically important behaviors that can be targeted and developed. This information is important for both individual performers as well as those responsible for sales leadership development in their organizations.

This study aims to use cognitive appraisal theory to explain how organizational disruption influences the development of envy resulting in unethical selling practices, turnover intentions and a reduction in customer orientation that causes disruption to impact customer relationships. This research helps to address drivers of salesperson envy, the potential disruptions to customer relationships and the required need to invest in psychological resources to offset these negative effects.

A total of 211 salespeople were surveyed to test the hypotheses. First, the measurement model was validated using a confirmatory factor analysis. Next, the hypotheses were tested using structural equation modeling AMOS 27. Mediation and moderated mediation were tested using the bootstrap method. Estimands were created within AMOS to test the indirect and interaction effects in the full model. A post hoc analysis further informed the findings.

The results show that the development of envy increases under conditions of organizational disruptions, leading to potential customer disruptions through turnover intentions, unethical selling behaviors and a reduction in customer orientation. In addition, the mediation analysis shows that envy drives the relationship between organizational disruption and unethical selling, turnover intentions and customer orientation through fully mediated relationships. Finally, the interaction effects between organizational disruption and psychological capital show high levels of psychological capital help to decrease the development of envy, thus reducing unethical selling behaviors and turnover intentions while increasing customer orientation.

The study provides practitioners with insights into how to reduce envy by investing in the psychological capital of their salesforce. The study also provides suggestions for handling disruptions and managing envy to prevent actions that act to damage customer relationships.

Salespeople are likely to encounter organizational disruption. Sales managers need to be prepared to manage the outcomes of organizational disruption as it impacts the sales force. Understanding how disruptions impact customer relationships through envy is an important yet under-explored topic. This research adds to and expands the sales literature using cognitive appraisal theory to help address drivers of salesperson envy and its potentially negative impact on customer relationships and shows the required need to invest in psychological resources to offset these negative effects. The study also helps expand the recent focus on worldwide disruptions by adopting another context for disruption stemming from organizational disruption.

To describe the modernization and simplification amendments of certain disclosure requirements of Regulation S-K and related rules and forms recently adopted by the US Securities and Exchange Commission (SEC).

This article provides an overview of the amendments, their effective dates and related practical considerations for companies.

The amendments cover many provisions within Regulation S-K and affect various forms that rely on the integrated disclosure requirements of Regulation S-K. The amendments are designed to enhance the readability and navigability of SEC filings, to discourage repetition and disclosure of immaterial information and to reduce the burdens on registrants, all while still providing material information to investors. The amendments contain several changes relating to confidential information contained in exhibits. For consistency, parallel amendments have been adopted to rules other than Regulation S-K, as well as to forms for registration statements and reports.

Most of the amendments are effective May 2, 2019. The amendments relating to the redaction of confidential information in certain exhibits became effective April 2, 2019. Given these dates, companies should review the rule changes implemented by the amendment now and consider how they will impact their disclosure in upcoming SEC filings.

Practical guidance from experienced lawyers in the Corporate & Securities practice.

The purpose of this paper is twofold. First, it provides the results of a study of key characteristics of proactive salespeople and the impact of salesperson proactive behavior on selling performance. Second, it provides recommendations for sales management to implement organizational strategies designed to develop, train and coach salespeople to be more proactive.

In all, 278 business-to-business salespeople were surveyed to identify key traits and outcomes of proactive salespeople. The average subject was 28 years of age with 5 years of selling experience. Scales from the management, organizational behavior and sales performance literature were used to identify the degree that subjects engaged in proactive behavior in their selling role, a self-assessment of their sales performance and individual traits thought to predict higher levels of proactive behavior.

The findings revealed that proactive salespeople exhibited high levels of selling behavior performance – an important contributor to measurable selling results. In addition, proactive salespeople were intrinsically motivated, confident in the tasks of selling and willing to take calculated risks.

Practical implications suggest that sales managers can play a key role in fostering proactive behavior among salespeople through development, training and coaching. First, sales managers can play a role in the development of salesperson intrinsic motivation by stressing the importance of asking good questions to understand their customer’s problems to the extent that they can be proactive and recommend solutions for change. Second, training programs to make salespeople more confident should center on fully understanding product/service functionality and applications to typical customer problems. Finally, coaching tools such as win–loss reviews, post-call analysis/feedback and role-playing are useful mechanisms to reinforce the right type of risk-taking selling behavior decisions.

The value of this research is to shed light on the importance of salesperson proactive behavior as a means to drive selling organizational performance and fostering long-term customer relationships. Understanding the drivers of proactivity among salespeople is the first step for sales management to be able to operationalize organizational strategies to develop, train and coach salespeople to be more proactive in their selling approach.

To analyze the CFTC’s approach to regulating cryptocurrencies and blockchain technologies in light of their cross-border nature, limitations on the CFTC’s extraterritorial authority, and the CFTC’s prerogative to work cooperatively with foreign regulators.

Discusses the principles set forth in CFTC Chairman Christopher Giancarlo’s White Paper regarding cross-border swap regulation; analyzes the similar nature of cross-border issues arising from regulation of cryptocurrencies and blockchain technologies; examines regulations and guidance implemented by foreign authorities in the blockchain and cryptocurrency space; and assesses the limitations of the CFTC’s extraterritorial authority.

The principles set forth in Chairman Giancarlo’s White Paper regarding cross-border swap regulation apply equally to blockchain technologies and cryptocurrencies, and as such, the CFTC may wish to pursue an analogous approach to regulating cryptocurrencies and blockchain technologies.

The CFTC should exercise deference to and cooperate with foreign counterparts to regulate cryptocurrencies and blockchain technologies that traverse international borders, thereby avoiding overlapping and potentially conflicting regulation while fostering an innovative growth environment for emerging technologies.

In-depth analysis and insight from experienced professionals in the CFTC and cross-border investigations and enforcement space.

This article is based on Professor Tushman's well‐received presentation at the 1997 international trategic leadership conference in Washington, D.C., in April

Nanostructured titanium dioxide (TiO₂) coatings can potentially address the current surge in façade cleaning cost, maintenance and labour problems. The purpose of this paper is to investigate potential maintainability issues and design challenges concerning the effective performance of TiO₂ façade coatings’ hydrophilic properties, especially in tropical environments such as Singapore. This paper aims to establish a list of green maintainability design criteria to help minimise future TiO₂ façade coating issues when this coating is applied on commercial buildings with concrete and stonemasonry façade materials.

A mixed-mode approach that includes a literature review, site investigation, instrumental case studies and expert interviews is used in this study.

TiO₂ coatings help improve façade performance whilst offering environmental benefits to society. This study reports that green maintainability design criteria are vital requirements in designing sustainable buildings at the outset. The identified defects and issues will aid in ensuring the effectiveness of TiO₂ application in building façades.

This study acts as a foundation for future researchers to strengthen this little researched area, serves as a useful guide in preventing possible TiO₂ coating issues and promotes industry awareness of the use of TiO₂ façade coatings.