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Many recently enacted financial regulations exempt smaller entities. While the literature on systemic risk provides efficiency justifications for certain exemptions, the efficiency rationale depends on measuring size appropriately. This paper aims to argue that notional amount, the metric used in derivatives regulations, is a flawed measure of an entity’s contribution to systemic risk. This study discusses an alternative size measure – entity-netted notionals or ENNs – which better reflects risk exposure as discussed in that literature and provides empirical evidence on these two metrics.

This study first discusses the relationship between the systemic risk literature and size-based exemptions. This study then describes the current metric and our risk-based alternative. Finally, this paper presents regulatory data on US interest rate swaps (IRS) and uses this to characterize some features of risk exposure.

The unique data set provides empirical insight into how well the size metric used in current regulations corresponds to a more theoretically oriented measure. This study finds the relationship between the metrics is fairly weak for entities for whom the size-based exemption will soon be ending, and provide an empirical basis for understanding why they differ. This study also provides evidence on the correlation of risk within this group of entities.

The paper has important implications for regulation of derivatives and financial markets more generally. To the extent exemptions for small entities make good policy, having the appropriate metric is critical. As such, the metric could be a valuable tool for regulators.

This paper examines the likely objectives of size-based exemptions from financial regulations and relates them to the systemic risk literature. It provides a unique empirical description of IRS positions, which allows us to examine the relationship between the metric used by regulators and our alternative.

This study aims to explore organisational practices experienced within small groups during a period of rapid change. It explores links between Tuckman’s theory and staff behaviour during the COVID-19 pandemic, framed by the context of childcare.

Action research is mobilised with the researcher part of the research process, tracking and innovating the company throughout change.

Key practices are examined and analysed for their relevance to how small groups operate today. The relevance of the theoretical underpinning which can be seen in Montessori childcare may have universal application within small groups in any business sector.

This study is limited to one business within a single sector. Other sectors and small group settings should be studied in future research for a broader understanding.

Tuckman’s theory provides a guide for aspiring managers to assess the direction small groups will follow when major and rapid change occurs. This study specifically investigates the direction taken by a team during the COVID-19 pandemic and identifies links between the different stages of team development.

The findings provide insights into team development and Tuckman’s theory, which can inform decision-makers in Montessori settings.

Montessori literature currently features no main analysis regarding the links between small group development such as Tuckman’s theory and Montessori settings. This study highlights the links observed specifically during the pandemic in terms of the business direction the small Montessori school team took.

This chapter makes the case for imparting effective project management training and collaborative skills for information professionals. The authors identify the challenges of collaborative project work in online environments by reviewing the relevant project management literature within the library and information science (LIS) discipline and discussing the role of LIS schools in addressing project management and collaborative skills for information professionals.

The literature review revealed a significant lack of project management and collaborative skills among LIS professionals. However, most LIS schools are still falling short when it comes to offering project management courses on a regular basis. The authors examined the challenges of teamwork in online environments, identified project management strategies and approaches for successful teamwork, and proposed guidelines for strategic project management education for information professionals. It is recommended that information professionals should have the skills to prepare a team contract, develop a project schedule, create mechanisms for transparency and accountability, and use effective communication strategies through project management techniques.

In addition to reviewing the relevant literature on project management within LIS, and the challenges of teamwork in online environments, the authors analyzed the relevance of some collaborative concepts and frameworks that might be useful in managing collaborative projects. In particular, the implications of Tuckman’s (1965) team progression theory, lessons from Harvey’s (1988) Abilene paradox, and de Bono’s (1989) six thinking hats method were analyzed and discussed in managing collaborative projects.

By obtaining effective project management and collaborative skills, LIS professionals will be able to better meet the demands of contemporary libraries and information organizations.

Film has been used to teach leadership in recent decades, but a review of the literature indicates much of this work is prescriptive rather than empirical. This study sought to understand the effectiveness of film in an undergraduate leadership class by determining learner perceptions of a film analysis assignment and exploring learner ability to identify the stages of group development. A mixed-method approach was undertaken. Learners were surveyed to elicit their perceptions of an essay assignment where they analyzed the stages of group development in the film Jumanji: Welcome to the Jungle. In addition, their essays were subject to a content analysis to determine if learners could successfully identify the stages of group development. The survey indicated that learners enjoyed the assignment and preferred film analysis as an assessment of their understanding of group development. The content analysis indicated that learners could identify the stages of group development throughout the movie. However, there was variation in which scenes were representative of the different stages. Future research should explore the distinction between inductive and deductive approaches to content instruction and learner outcomes. Film familiarity and its impact on learner outcomes should also be investigated.

This paper reports the findings of an exploratory, small sample, one institution study designed to assess the value of process‐oriented theory coursework in enhancing students’ conceptual complexity. The study is based on conceptual systems theory which acknowledges that there are considerable differences among individuals in their abilities to process information in their social environments. The authors conclude tentatively from the study that process‐oriented theory coursework does affect students' conceptual complexity. For example, those who formally studied organization theory generally make more differentiations among constructs than do other students; similarly, they scored higher on a general measure of integrative complexity.

The importance of modeling digital leadership in quickly digitizing countries, like the United Arab Emirates (UAE), is inevitable for building leadership capabilities to lead, engage and motivate remote employees in the digital environment. Using Blake and Mouton Grid, the current study examines the behavioral approach used by the leaders from both public and private sectors while managing their workforce digitally in the period of the pandemic, when 70% of the workforce worked remotely for the first-time in the region.

An online survey was conducted by the managerial employees working in different firms using self-administered questionnaires and adopting the snowball sampling technique. In total, 476 respondents participated in the study from both the Emirates of Abu Dhabi and Dubai.

The analysis using IBM SPSS and Smart PLS software reported that 9 out of 10 leaders positioned their digital leadership style well above the middle-of-the-road management style (5,5) oriented towards team management (9,9); with 7 out of 9 displaying high team management leadership style, while managing remote workers. However, millennials displayed higher task orientation when compared to generation-x leaders, who concentrated more on their relations with the workers.

The findings have implications for practitioners in technology driven regions. Also the results highlighting the task-oriented approach of millennials digital leaders have implication for owners and board of directors of the firms that seniority is not the only credible approach for leadership positions.

The study reveals the behavioral styles beneficial for digital leaders to develop their leadership capabilities and increase their effectiveness while managing the workforce digitally. Black Mountain Grid and its two-dimensional leadership matrix has been found to be a useful conceptual approach for understanding digital leadership behaviors, and based on study findings, recommendations have been provided to effectively improve its utilization for leading teams. The findings have implications for practitioners in technology driven regions as well as digital leadership field scholars.

The purpose of this study is to explore some quantitative indicators from the social network analysis, observe the variations of these indicators over time and determine whether these indicators fit into the traditional team development stages model or theory. The primary focus is on the perspective of social interaction rather than the suitability of the indicator, i.e. the authors will not determine the optimal indicators nor compare the performance of different indicators. This study aims to propose a quantitative method to identify the development stages of virtual teams.

Two phases were designed in this study. The first phase was a simple study to prove the preliminary ideas and explore which quantitative indicators would be suitable for analysis. In total, 16 undergraduates were randomly assigned to two virtual teams. They were required to complete an information system (IS) project through virtual teamwork and use information and communications technologies (ICTs) to communicate with each other. After proving the preliminary ideas, the authors collected communication data of the 30 virtual teams working on IS projects in the second phase. The total duration of this process was two months.

The findings practically identified three stages, which were found to be consistent with that of the previous qualitative studies. In the initial (inclusion) stage, intensity had an upward trend. In the second (control) stage, centralization had an upward trend. In the final (affection) stage, intensity and density had upward trends and centralization had a downward trend. Both density and centralization also became smooth in this final stage. The conclusion can serve as a basis for further studies in virtual team development.

A successful virtual team will help industries to reduce their costs and increase performance and benefits. The findings will help industries quickly and objectively identify which stage they are at. This quantified approach will provide managers and leaders with a simple, useful way to highlight the needs for managing different aspects of team behavior at each stage of development. After establishing this approach, managers and leaders will be able to make plans to improve existing processes, set priorities, provide suitable principles and guidelines, etc., and eventually improve virtual team performance.

Sun Microsystems developed a merger and acquisition data‐capturing exercise, which was put into practice when the company acquired StorageTek. Charles “Terry” Terranova, a senior organizational consultant at Sun, explains how he gathered crucial information on each company’s culture to assist managers with the successful merger of the two companies.