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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.

Executive isolation of C-suite executives (CXOs), amplified by imposed and voluntary remote working practices, has emerged as a major challenge that is impacting the collaborative needs of CXOs, the work–life balance and hence career progression. This paper aims to examine the impact of remote working on executive isolation impacting the collaborative needs, work–life balance and career of CXOs from organizations in India.

Qualitative research approach was adopted for the study. The respondents based on inclusion criteria were selected through purposive sampling. The survey was administered to 50 CXOs representing multinational companies in India, of which 45 CXOs responded. The data was analyzed using MAXQDA 2022 (Verbi Software, Berlin, Germany).

Companies try to save costs by promoting remote working but might countermine its implications on CXOs collaborative needs, work–life balance and career slowdown. Businesses are now able to hire CXOs and other people who do not physically work alongside their counterparts but at the cost of enhancing executive isolation and loss of productivity. Imposed remote working can adversely affect the CXOs interactivity and productivity, thus enhancing executive isolation and impacting career progression.

The remote working was mandatory during the pandemic but became a practice henceforth. The impact of remote working on the CXOs collaborative needs, work–life balance and career progression has largely been unstudied. There is limited awareness about impact of remote working on executive isolation and its multiplier effect impacting the CXOs careers and it is an inward challenge which needs to be mitigated by the companies. This aspect can lead to the CXOs not being able to achieve their objectives, making the organizations lose trust on their ability to lead and eventually slowing down their career progression, due to remote working led executive isolation.

This study aims to analyze the structures, forms and functions of informal communication in telecommuting settings. Previous research on telecommuting has not considered the influence of telecommuting settings on informal communication, and research on informal communication has mainly focused on face-to-face communication while working in a physical office. This article aims to bring these two research strands together by analyzing the informal communication behavior of employees working from home.

The authors conducted qualitative interviews with 21 employees who were working from home. The participants were recruited using quota sampling and the data were analyzed following the procedure for examining qualitative data proposed by Mayring (2014).

The findings reveal similarities as well as differences between those working in an office and those working from home in terms of informal communication with co-workers: Informal communication fulfills similar functions in both cases, but remote work leads to less informal communication and hinders incidental exposure to other employees. Informal talks need to be planned in advance or strategically initiated. The authors identified five informal communication scenarios in telecommuting settings that partly, but not fully, overlap with scenarios in regular office settings.

The present study is one of the first to examine informal communication in telecommuting settings. Previous studies have either excluded the aspect of informal communication or the situation for employees working in telecommuting settings. The results provide new insights into informal communication behavior in remote work.

As the world looks ahead to the possibilities of creating a new normal post COVID-19, organisations are examining the implications of extended remote work. A central piece here is redefining the organisational culture which has been impacted by a distributed workforce during this time. Many leaders have voiced concern over maintaining a strong organisational culture during this pandemic. This chapter reviews research that shows the relationship between remote work and organisational culture and its subsequent impact on key outcomes of interest, such as organisational identification, socialisation, knowledge sharing, employee turnover, and productivity. It also includes contingent conditions to examine the impact of multiple factors that moderate the relationship between remote work and organisational culture. These include social, technological, and normative conditions. Based on existing knowledge drawn from the experiences from voluntary as well as mandatory programmes for remote work, this chapter offers a model and propositions. This is followed by a set of research implications and practice guidelines for introducing an organisational culture that is consistent with the new reality of increased technological utilisation and altered workforce expectations.

This chapter explores what academic librarians and their supervisors must consider when looking to a remote or telework arrangement as a staffing solution. The popular and scholarly literature on remote work is surveyed and contextualized for information professionals. Research is clear that with proper planning, remote work arrangements can succeed, benefitting organizations and individuals. Even so, liaison librarians are unlikely to have central support for remote work arrangements due to communication and cultural hurdles unique to the profession. While these have been mitigated by technology to varying degrees in other sectors and industries, adoption in libraries has been slow. When librarians do pursue remote work, they are often unsure how to gauge fit, negotiate an arrangement, overcome technical obstacles and cultural misconceptions, and balance work and life. Authors Hickey and Tang: (1) summarize and apply research on remote work for library science professionals; (2) propose a theoretical framework for understanding the future of remote work for practitioner librarians in higher education; (3) present a case study of a successful remote work arrangement at Cornell University; (4) provide thought-provoking coaching questions for librarians and supervisors considering remote arrangements; (5) and identify next-steps for advancing the discussion and study of remote work in libraries. The practical implication of this information, aimed at service providers and managers, is to help them create a better workplace where flexible remote work arrangements are an opportunity for both the individual and organization that facilitate the achievement of personal, library unit, and institutional goals.

As part of the COVID-19 preventive measures that have entirely impacted individuals' lives worldwide, remote work has been indicated as one of the most challenging aspects that have passed through great adaptation in the past months, highlighting the need for its better understanding. Following the fundamental theoretical frameworks of motivation, the authors argue that remote work tasks and the environment highly determine employees' productivity and satisfaction, which in turn influence their intention to continue working from home once the restrictions are relaxed.

Data from 363 remote work employees were collected, indicating their personal experiences of working from home during COVID-19 quarantine. The analyses were carried out using partial least squares–structural equation modelling (PLS-SEM) methodology, employing the SmartPLS3 software.

The results reveal the possibility for reconciliation and the adequate remote work's flow as motivating, and the interruptions and technology-related anxiety as interfering impacts, in the process of achieving functional home office. However, although employees might be productive, it is not a sufficient condition for them to show an intention to continue working remotely after the COVID-19 pandemic is over, contrary to their satisfaction, which is found crucial for their future intentions.

The theoretical and practical implications of this study suggest several avenues for productive management of the transition to remote work, especially when the need is imposed urgently and an adequate selection of the most indispensable aspects for constructive working from home must be rapidly reached.

This study's purpose is to explore the difference in employee voice behavior along with its modalities and employee perceived control in a remote vs an in-office work situation.

Employees who worked remotely and in-person at a local municipal government in the Great Lakes Region of the United States were surveyed.

Findings suggest voice behavior and perceived control are stable attitudes and not impacted by a move from in-person to remote work. Participants indicated both Zoom staff meetings and Zoom one-to-one meetings with their supervisor were important; however, only Zoom one-to-one meetings with the supervisor were indicated to be satisfactory.

This study suggests that organizations considering moving some of their operations to a fully remote work situation would not experience differences in employee voice or perceived control. Implications related to utilizing specific communication modalities are also discussed.

This is the only study that focuses on differences in employee voice, its modalities and perceived control comparing in-person vs remote work.

In the contemporary period, numerous businesses undergo significant adjustments, such as evaluating critical components of the corporate operations and relying on technology to keep operations running while conforming to an ever-changing set of norms and new tactics. The present study aims to (1) explore the relationship between Industry 4.0 (I4.0) tools and their impact on organizational performance and (2) find evidence supporting the moderating role of remote working and organizational agility (OA) in enhancing organizational performance.

The study employed the quantitative research method, and the data were collected from individuals working in different Asian IT firms using the previously established questionnaire. The data were examined using SPSS v22. Different statistical tests have been performed to find the relationship among constructs.

This study uncovers that I4.0 tools impact organizational performance, especially in the IT sector, with a particular emphasis on the moderating influence of remote work and OA. I4.0 tools encompass pivotal components such as artificial intelligence (AI), big data (BD), cloud computing (CC) and Internet of Things (IoT) indeed augment organizational performance. It can be referenced that I4.0 tools play the role of a driving force that equips organizations with the knowledge to augment their performance.

Companies should encourage remote work and use I4.0 technology to support and manage it. Enabling people to work from any location, lowering the requirement for physical infrastructure and enabling a more flexible and responsive organizational structure can increase OA. In conclusion, firms in Asia may increase the performance and agility using I4.0 technology. Organizations may innovate by putting money into these technologies, encouraging remote work and creating an innovative culture.

In this dynamic and technologically advanced environment, every industry is forced to look for latest tools, i.e. I4.0, tools to augment the performance. It has been concluded that I4.0 tools are “better practices” for boosting organizational performance; hence, the findings benefit firms working in the IT sector. The verdicts of this research can assist organizations in making decisions regarding the implementation of I4.0 tools.

To the best of the authors' knowledge, no specific study could be found in which the relationship among these constructs had been investigated earlier in the IT sector. This research work acts as value addition to the literature as it illustrates technological advancements may increase organizational performance, especially in Asia. This research work adds to the body of knowledge by amplifying the effect of latest technologies on organizational performance, via remote work and OA.

The changes generated by information and telecommunication technologies in the organization of work activities may influence the way that modern cities will change in both the short and long term. The radical changes predicted in the first utopian scenarios have not taken place yet, but there is evidence of slow changes that are reshaping work and urban structures. This article analyses this evidence, in the light of the utopian and dystopian views proposed by many authors, with the aim of outlining scenarios for the future of work activities and urban structures.

This paper aims to investigate the continuing experience of the employer and employees in terms of work–life balance (WLB) and productivity from the employees engaged in knowledge work working from home. Based on the findings, this study expands the key performance indicators (KPIs) of remote work and future policy decision including reorienting training practices that can be implemented to manage the workforce in a hybrid model.

Focus group interviews with the corporate executives and human resources (HR) managers of information technology (IT) sectors were conducted to pool critical success and challenging variables in various phases as in the initial and matured phase of work from home (WFH) followed by administering a structured questionnaire to identify employee perceptions toward work from office, home and hybrid mode among knowledge work employees.

WLB and lower stress were the highlights of WFH, and women employees benefit from flexibility of work as the major highlighted success factor. But there were challenges ahead; teams have become more siloed with issues of ineffective communication resulting in team coherence issues, increased health risks and also can result in attrition. Productivity increased throughout, but in the extended phase of WFH, it has affected the WLB of a major portion of technology-driven employees in terms of health risks, burnout and job attrition.

Only the current employees working at IT companies in Kerala were surveyed, and this limited scope may not be consistent with other types of industries. The companies can approach the next phase of work by embracing the positives and learning from the challenges of WFH. The employers need to identify what exactly the employees feel through their interpersonal relationship through connect and trust.

A model with listed KPIs which will address the strategy enhancement for the future of work to uphold the success of work from anywhere at any time is suggested guaranteeing the best talent and productivity to progress forward. To foster the positive experience of WFH and hybrid mode of work, human resources (HR) interventions by reorienting effective training among employees are investigated and suggested as best practices to manage WLB and drive in flexibility to bring out the productivity potential among employees.

Coworking spaces can be arranged for those employees who have space and location issues and also taking into consideration, the nature of work. Out of five to six working days, three days of work can be from office desk based on employee preference as quality of deliverables and performance seem to be the established striking factor of traditional mode of work.

A model with listed KPIs and investigating the role of training which will address the strategy enhancement for the future of work to uphold the success of work from anywhere at any time is recommended guaranteeing the best talent and productivity to progress forward.