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With the introduction of the Markets in Financial Instruments Directive (MiFID), financial institutions are faced with many investor protection provisions; this has a major impact on the day-to-day operations of private banks, which provide investment services to predominately retail or non-professional investors. The purpose of this paper is to determine how MiFID provisions regarding investor protection with respect to suitability are complied with in practice by private banks.

Based on interviews with 25 representatives of private banks from 10 different European Union (EU) member states, the researchers have determined how these provisions are fulfilled and associated risks mitigated. Mapping out the suitability requirements of MiFID and comparing them with how these have been operationalised, we arrive at the question of whether this leads to a level playing field and investor protection by different private banks.

Although MiFID is trying to achieve a level playing field between the EU member states, this study shows that this has not been achieved in all areas. Investor protection requirements from MiFID are interpreted and operationalised differently. Although these differences are sometimes small, sometimes they are larger and affect the way the investor is served and suitability determined.

This research provides a unique insight into the way private banks in Europe have implemented the MiFID II requirements and gives insight into best practices. For the future, this research can serve as a prelude to in-depth follow-up research on the implementation of EU provisions.

The purpose of this paper is to derive design principles for improving the open data publishing process of public organizations. Although governments create large amounts of data, the publication of open data is often cumbersome and there are no standard procedures and processes for opening data, blocking the easy publication of government data.

Action design research (ADR) was used to derive design principles. The literature was used as a foundation, and discussion sessions with civil servants were used to evaluate the usefulness of the principles.

Barriers preventing easy and low-cost publication of open data were identified and connected to design principles, which can be used to guide the design of an open data publishing process. Five new principles are: start thinking about the opening of data at the beginning of the process; develop guidelines, especially about privacy and policy sensitivity of data; provide decision support by integrating insight in the activities of other actors involved in the publishing process; make data publication an integral, well-defined and standardized part of daily procedures and routines; and monitor how the published data are reused.

The principles are derived using ADR in a single case. A next step can be to investigate multiple comparative case studies and detail the principles further. We recommend using these principles to develop a reference architecture.

The design principles can be used by public organizations to improve their open data publishing processes. The design principles are derived from practice and discussed with practitioners. The discussions showed that the principles could improve the publication process.

Decreasing the barriers for publishing open government data could result in the publication of more open data. These open data can then be used to stimulate various public values, such as transparency, accountability, innovation, economic growth and informed decision- and policymaking.

Publishing data by public organizations is a complex and ill-understood activity. The lack of suitable business processes and the unclear division of responsibilities block publication of open data. This paper contributes to the literature by presenting design principles which can be used to improve the open data publishing process of public sector organizations.

Many governments are working toward a vision of government-wide transformation that strives to achieve an open, transparent and accountable government while providing responsive services. The purpose of this paper is to clarify the concept of transparency-by-design to advance open government.

The opening of data, the deployment of tools and instruments to engage the public, collaboration among public organizations and between governments and the public are important drivers for open government. The authors review transparency-by-design concepts.

To successfully achieve open government, fundamental changes in practice and new research on governments as open systems are needed. In particular, the creation of “transparency-by-design” is a key aspect in which transparency is a key system development requirement, and the systems ensure that data are disclosed to the public for creating transparency.

Although transparency-by-design is an intuitive concept, more research is needed in what constitutes information and communication technology-mediated transparency and how it can be realized.

Governments should embrace transparency-by-design to open more data sets and come closer to achieving open government.

Transparency-by-design is a new concept that has not given any attention yet in the literature.

Case in Point (CIP) is an interactive leadership development method pioneered by Ronald Heifetz. CIP instructors follow a fluid class structure, in which group dynamics and student concerns become catalysts for learning. CIP proponents defend the method’s potential to help students experience real life leadership challenges. To date, however, very limited research exists on the effectiveness and risks of the CIP. This case study research explored the risks and rewards of CIP as experienced by a professor and her students in two courses. The first case was a graduate course at a liberal arts college. The second case was an undergraduate course at a large public institution. Results revealed considerable variability in student experiences. Students in the graduate course were divided. While some strongly supported the instructor and the CIP method, others felt alienated and lost. Students in the undergraduate course clearly enjoyed the experience, dealing well with uncertainties and frustrations and forging strong bonds among each other and with the professor. CIP instructors, therefore, may need to manage an uneven environment. Risks include student frustration, increased conflict, and instructor exhaustion. Rewards include helping students experience leadership challenges and creating a close to real life environment. Instructors are urged to consider the ethical implications of CIP and to seek university and peer support.

The purpose of this paper is to investigate how four enterprise social media (ESM) affordances (visibility, association, editability and persistence) affect social network ties (instrumental and expressive), which, in turn, influence the in-role and innovative job performance of employees.

A survey of 251 ESM users in the workplace in China was conducted.

All four affordances are positively associated with instrumental ties, yet only the association and editability affordances are positively related to expressive ties. Although instrumental and expressive ties are positively related to in-role and innovative job performance, instrumental ties exert stronger effects on in-role job performance, whereas expressive ties show stronger effects on innovative job performance.

First, additional relevant affordances should be included in an expanded model. Second, future research could examine how patterns of affordances use (unrelated, or hierarchically or sequentially related) affect organizational network ties. Third, there are likely (many) other exogenous factors affecting the model’s relationships. Fourth, the data collected are self-reported.

This study advances the theoretical understanding of the role of ESM affordances in the workplace, especially through their influences on network ties. The findings can guide organizations on how to emphasize ESM affordances to foster instrumental and expressive ties to improve the job performance of employees.

First, it provides novel views on affordance theory in ESM contexts by empirically testing four central affordances, thereby further providing preliminary evidence for prior theoretical propositions by confirming that social media affordances might be associated with or influence relational ties. Second, the study integrates an affordance lens and a social network perspective to investigate employees’ perceived performance behavior. Including social network ties can offer a more detailed understanding of the underlying processes of how ESM affordances can and do affect job performance. Third, it supports the validity of distinguishing instrumental and expressive ties in ESM contexts, thus offering a possible explanation for the inconsistencies in prior research on the impact of social networks on employee outcomes. Finally, it also shows how two kinds of organizational performance (in-role and innovative) are somewhat differentially influenced by affordances and network ties.

The purpose of this study was to assess the ability of innocent suspects to produce accurate alibis, as well as to identify procedures police interviewers can use to increase the probability of generating accurate alibis.

In Study 1, 54 university students had a lecture (target event) end at either the normal time (schema group) or 25 min early (non-schema group) and then attempted to generate an alibi for the target event after either a short, moderate or long delay. In Study 2, 20 students had a lecture end 25 min early and underwent an interview regarding their whereabouts using a reverse-order interview technique designed to disrupt schema usage.

Results from Study 1 suggested that participants relied on schemas to generate their alibis, which led to false alibis for the non-schema group, and this reliance was more pronounced as the delay between event and recall increased. In Study 2, all but one participant produced a false alibi, suggesting reverse order is ineffective in increasing accurate recall in alibi situations.

Results from the two studies revealed that people can produce false alibis easily in mock police interviews – a finding that appears to result from the reliance on schemas. These findings highlight the relative ease with which innocent individuals can produce false alibis. Further research, specific to the alibi generation process, is needed to give police interviewers the tools to produce more accurate and detailed alibis.

This research provides additional evidence regarding the role of schemas in alibi generation. Contrary to findings from the eyewitness area, reverse-order instructions failed to disrupt schema reliance and do not appear to be an effective alibi-elicitation technique.

In this chapter, we aim to investigate the emotional and performance consequences of negative feedback in the workplace and provide an explanation for the varying reactions exhibited by employees.

We adopt a theoretical approach to develop propositions that elucidate the impact of negative feedback on task performance, with a specific focus on the mediating role of emotion regulation. By considering individual differences in task versus relational orientation, we aim to shed light on how these differences influence individuals' responses to negative feedback.

We propose that individuals with a task orientation are more inclined to engage in emotion regulation strategies following negative feedback, leading to improvements in subsequent task performance. Conversely, individuals with a relational orientation tend to internalize negative feedback, impeding their ability to regulate negative emotions and, consequently, hindering task performance enhancement.

Our research contributes to the existing literature by examining the emotional and performance consequences of negative feedback in the workplace. By emphasizing the significance of emotion regulation and individual differences, we provide valuable insights that can inform the management of feedback processes within organizations.

Purpose – The purpose of this study is to examine the relationship between self‐leadership skills and innovative behaviors at work. Design/methodology/approach – The study's participants were employees and their supervisors, working in six organizations in Israel. Data were collected through structured surveys administered to the employees and their supervisors. A total of 175 matched questionnaires were returned. Path analysis, using AMOS program, was conducted to assess the research model. Findings – The results indicate that the three‐dimensional scale of self‐leadership skills is positively associated with both self and supervisor ratings of innovative behaviors. The findings also show that income and job tenure are significantly related to innovative behaviors at work. Practical implications – Organizations that seek ways in which to foster innovative behaviors in their employees, need to recognize the importance of building up self‐leaders who can successfully meet the required expectations and standards of innovative behavior. Originality/value – This research suggests ways for organizations to enhance their innovativeness through employees who possess high self‐leadership skills and receive appropriate extrinsic rewards for their leadership skills and innovative behaviors.

This study aims to develop and validate a scale to measure innovative culture in work teams of the public sector (ICT).

A mixed research design was followed. An initial literature review and a qualitative study identify the possible dimensions that give content to the construct of the innovative culture. Subsequently, two quantitative studies are carried out to explore the measurement scale and provide evidence of its reliability and validity.

The results show that the ICT construct is composed of ten dimensions and likewise, exhibit internal consistency and evidence of validity.

This study attempts to provide an additional contribution to the conceptualization and measurement of innovative culture, through the development of a scale that consolidates the different dimensions proposed by the authors. Besides, the scale developed is the only one, as far as we know, that has been created to evaluate innovative culture in work teams.