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To explain recent regulatory guidance for different types of stakeholders, including asset managers, fund complexes, and institutional investors.

Summary of recent regulatory guidance and explanation for different types of stakeholders, including asset managers, fund complexes, and institutional investors.

While the U.S. Department of Labor’s (DOL’s) letter does not open the door to direct access to Private Market Investments by 401(k) plan participants, it does provide a framework for the expanded use of private equity and, we believe, other types of Private Market Investments in managed asset allocation funds such as target date funds.

Practical guidance from experienced asset management and investment funds and ERISA lawyers.

With connections to history, culture, and religion, many holidays have potential for inclusion in early grade social studies curriculum. However, opportunities for meaningful content are frequently passed over in favor of holiday crafts that can trivialize content and promote stereotyping, cultural appropriation, and false information. The purpose of this study was to explore teachers' perspectives about holidays in the curriculum.

Through questionnaires and interviews, 20 teachers identified which holidays they address and explained why and how they attend to these special days.

Most often, participants used holidays to teach history, impart values, and make connections to children's lives. Findings suggest that although holidays may provide avenues for transformative social studies, few early grade teachers may recognize this potential.

This study adds to elementary social studies research by promoting scholarly consideration of meaningful holiday lessons as avenues for robust social studies instruction.

This study aims to test how senior leaders recognize and reward the same leadership behavior in male and female managers.

A total of 120 senior government leaders evaluated simulated performance reviews wherein only manager ' s sex and engagement in individually considerate transformational leadership behavior varied.

Senior leaders (of both sexes) penalized male and female managers for failing to engage in individually considerate transformational leadership behavior (i.e. rating them as significantly less competent and civil, and recommending them for significantly fewer rewards such as salary and promotion) compared to control groups. However, only male managers benefited (in terms of competence ratings, recognition and reward) from being rated high on this behavior.

Findings support arguments in the literature for a “feminization” of leadership, whereby both male and female managers are now penalized for not engaging in individually considerate leadership behavior. However, they also question the extent to which women will get credit for engaging in some of the same transformational leadership behaviors as men.

Researchers and practitioners often collapse across components of the Multi-Factor Leadership Questionnaire (MLQ) in measuring transformational leadership behavior. This may obfuscate some of the components being aligned with sex role stereotypes, and therefore unlikely to be rewarded in certain candidates. If the present findings are confirmed by future research, there may be reason to question how the MLQ is being used in research and practice on transformational leadership behavior.

This paper aims to address the notion that the relationship between being indigenous and business success is inconclusive because there are tensions between indigenous values and business success. The research questions are: How do indigenous entrepreneurs define success? Does the third space create a different meaning of success in the indigenous context?

A qualitative approach was adopted for this study because the ability to define success requires subjective meanings. Participants’ lived experiences and stories were the main sources of information. Open conversational-style interviews were used because they allow participants to freely share their stories.

A defining line is that not all indigenous entrepreneurs have the same view of success. The homogeneity that emanates from sharing indigeneity does not equal unity in views, but shows that people from the same group can view success differently. However, the meaning and views formed are also connected to the wider community, relationships and predominant values that characterise the social cultural context of the entrepreneur.

This study focuses on one indigenous group; more studies need to be conducted to gain wider variation on the meaning of success in indigenous entrepreneurship and how indigenous subculture alters these meanings.

The findings of this study show that success for indigenous entrepreneurs should be defined based on individual philosophy. Hence, practitioners should endeavour to clarify what success means from the initial stage of the business to avoid misconception and make this clear to others that are connected to the business.

This paper suggests a different view of success in an indigenous context using the hybridity viewpoint to explain why success can be perceived using the in-between space without opposite binary.

This chapter focuses on exploring social innovation among Māori entrepreneurs. The notion that social entrepreneurship (SE) has always been a core part of Indigenous entrepreneurship is supported by existing literature. However, the role of Indigenous worldviews and the entrepreneurial ecosystem within which the Indigenous entrepreneur operates has been overlooked. A Case Study method was used, Case 1 was a whānau (kinship)-based social enterprise and Case 2 was a trust-based social enterprise. Both cases showed similarities in terms of cultural integration of Māoritanga into their values and how they created social innovation. Case 1 models a social engineer by designing architectural works that integrated Māori designs, but with a contemporary style that changed how the community designed projects. Case 2 also exemplified similar characteristics, but with more focus on creating economic development through community-based enterprise with a social goal using very innovative means such as community volunteering and youth engagement. Case 3 stood for a more shared-economy approach to social innovation. The entrepreneurial ecosystem is perceived by the cases quite similarly because they felt government policies were irrelevant because they did not integrate the core values of Māori. The implications of these findings are mainly policy-based because the Crown needs to re-evaulate how it engages with Māori social entrepreneurs.

Researcher Highlight: Dr. Carter G. Woodson (1875–1950)

The aim of this study is to better understand service supply chain management by analysing the professional service supply chain in professional service firms (PSFs) and exploring how the high performance work systems (HPWS) influence professional service supply chain performance. In addition, this study seeks to examine the relationship between professional service supply chain performance and the overall organizational performance.

Analysis of PSF suggests a three‐step of professional service supply chain as the clients' requests, partners forming working teams or so‐called team formation and utilization, and delivering of solutions or services to clients. Based on extensive literature review, the authors hypothesize that HPWS have a positive impact on the professional service supply chain performance and the team formation and utilization mediates the link. They also hypothesize the positive link between the professional service supply chain performance and the overall organisational firm performance. Employing survey method, data was collected from 93 accounting firms at two time points. In May 2010 (Time 1), a survey including questions on HPWS, team formation and utilization and professional service supply chain performance were sent out to the managing partners and HR directors in accounting firms based in Ireland. Around one year later (Time 2), another survey measuring firm performance was sent out. This data allowed the authors to establish causal pattern in their results. Hierarchical regression analysis was used to analyse data to test hypotheses.

The results indicate the positive link between HPWS and the professional service supply chain performance. The team formation and utilization mediates the above relationship. In addition, professional service supply chain performance was found to be positively linked to the firm performance.

The present study is limited in terms of sample size, single industry and self‐report data. Future research also needs to examine more mediators or moderators – the mechanisms through which HPWS work on the professional service supply chain.

Firms using higher level of HPWS experience better professional service supply chain performance. Human resource management practices that promote employees' ability, motivation and opportunities which allow teams to be formed more effectively to work with clients enhance organizational performance and higher profit levels. Managers able to effectively adopt and implement these teamwork‐based HR practices and encourage and support employees' collaboration through such practices enhance the firm's professional service supply chain effectiveness and its organisational performance.

The authors' study focuses on the service supply chain management operations within the professional service firms. In doing so, their research answers the call by Ellram et al. for more supply chain management research with respect to the service sector. It addresses a significant research gap identified by Rahman and Wu, namely, “relatively little attention has been given to the service suppliers' perspective”. By linking service supply chain management and human resource management, this study also answers a few calls for more research on the interaction of human resource management and supply chain management, service supply chain and human resource management in professional service firms.

This is one of the few studies to analyse the professional service supply chain management and assess the human resource management and supply chain management link. Moreover, it is the first study which empirically establishes the link between human resource management and professional service supply chain performance in PSFs.

Life studies are a rich source for further research on the role of the Afro‐American woman in society. They are especially useful to gain a better understanding of the Afro‐American experience and to show the joys, sorrows, needs, and ideals of the Afro‐American woman as she struggles from day to day.