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The purpose of this paper is to summarize two separate reports on best hedge fund industry practices issued on January 15, 2009 by the Asset Managers' Committee and the Investors' Committee of the President's Working Group on Capital Markets.

The paper provides a detailed summary of the two reports.

The Asset Managers' Committee Report sets forth a standard of best practices for the hedge fund industry aimed at reducing systemic risk and fostering investor protection. It recommends that hedge fund managers adopt comprehensive best practices in all aspects of their businesses, including the following five key areas: disclosure; valuation; risk management; trading and business operations; and compliance, conflicts and business practices. The Investors' Committee Report sets forth guidelines intended to “enhance market discipline, mitigate systemic risk, augment regulatory safeguards regarding investor protection, and complement regulatory efforts to enhance market integrity”. The Report provides recommendations to investors for evaluating hedge funds and overseeing hedge fund investments within a portfolio. It is divided into: a Fiduciary's Guide aimed at assisting plan trustees, banks, consultants and others with portfolio oversight responsibilities, in determining whether a hedge fund investment would be suitable for the organization they represent; and an Investor's Guide aimed at providing recommendations to investors who have decided to add hedge funds to their investment portfolio.

The paper provides a concise, informative guide by experienced securities lawyers with hedge fund expertise.

Presents an overview of strategic organizational change (SOC) and its managerial impact on leadership, learning, motivation and productivity. Theoretical and empirical data presented are: the sources and determinants of strategic organizational change; the management implications of SOC; organizational leadership within the context of SOC; learning aspects of SOC; the impact of SOC on organizational and individual productivity; a model that explains the relationships between SOC, leadership, learning, motivation and productivity. Depicts strategic organizational change as an integrative process with all organizational elements such as human resources, systems and technologies being considered for successful change to occur. The proposed model for strategic organizational change is an attempt to link the software and hardware components of organizations. In view of the pressures being expected from the external environment and the critical vision of organizations, research suggests that top management needs to establish a flexible and adaptive infrastructure that should lead contemporary and complex organizations to optimum levels of performance. The largest barrier to “change” is not changes to technologies and work processes but changes involving people.

This issue is a selected bibliography covering the subject of leadership.

Gives a bibliographical review of the finite element methods (FEMs) applied for the linear and nonlinear, static and dynamic analyses of basic structural elements from the theoretical as well as practical points of view. The range of applications of FEMs in this area is wide and cannot be presented in a single paper; therefore aims to give the reader an encyclopaedic view on the subject. The bibliography at the end of the paper contains 2,025 references to papers, conference proceedings and theses/dissertations dealing with the analysis of beams, columns, rods, bars, cables, discs, blades, shafts, membranes, plates and shells that were published in 1992‐1995.

The purpose of this paper is to examine the relationships between different managerial roles and organization-based self-esteem (OBSE), and employee job satisfaction, organization commitment, and turnover and absence intentions.

Survey data were collected from 1,386 employees in a high technology industry. Employees described the roles their managers fulfilled, and then rated their own OBSE, satisfaction, commitment, and turnover and absence intent.

Different managerial roles had different relationships with OBSE, which mediated the relationships between some of the management roles and employee outcomes.

This study used a cross-sectional design with single source data in a single industry. Future research should examine these relationships using longitudinal designs, multiple data sources, and a variety of industries.

Managers should be aware that their behaviors affect employee self-esteem, which in turn has strong relationships with a variety of important outcomes. Managers should be trained to manifest behaviors that increase employee self-esteem.

This is the first study to examine the effects of management roles on organization-based self-esteem, and ultimately employee satisfaction, commitment, and withdrawal intentions.

The powerful forces that are transforming healthcare can generate enormous economic potential for those who are able to employ effective survival techniques in the short term and at the same time plan for success in the long term. To accomplish this, an organization must harness the forces driving transformation and use them to its advantage. Despite the best efforts of senior healthcare executives, major change initiatives often fail. Change threatens the very stability and continuity that managers are attempting to control; therefore change and managers are not natural partners. Even managers aware of the need to change resist the parts that appear too major, too risky, or too “different”. This understanding of change, transformation and reinvention are crucial for all health‐care organizations moving forward at turbulent speeds. Change has its problems and successes are not abundant. This article will examine change strategies; their failures and successes; the role of the leader in this process; overcoming barriers and resistance, key steps to succeed in change efforts and, finally, alternative strategies to build the change process.

Big data is one of the most demanding topics in contemporary marketing research. Despite its importance, the big data-based strategic orientation in international marketing is yet to be formed conceptually. Thus, the purpose of this study is to systematically review and propose a holistic framework on big data-based strategic orientation for firms in international markets to attain a sustained firm performance.

The study employed a systematic literature review to synthesize research rigorously. Initially, 2,242 articles were identified from the selective databases, and 45 papers were finally reported as most relevant to propose an integrative conceptual framework.

The findings of the systematic literature review revealed data-evolving, and data-driven strategic orientations are essential for performing international marketing activities that contain three primary orientations such as (1) international digital platform orientation, (2) international market orientation and (3) international innovation and entrepreneurial orientation. Eleven distinct sub-dimensions reflect these three primary orientations. These strategic orientations of international firms may lead to advanced analytics orientation to attain sustained firm performance by generating and capturing value from the marketplace.

The study minimizes the literature gap by forming knowledge on big data-based strategic orientation and framing a multidimensional framework for guiding managers in the context of strategic orientation for international business and international marketing activities. The current study was conducted by following only a systematic literature review exclusively in firms' overall big data-based strategic orientation concept in international marketing. Future research may extend the domain by introducing firms' category wise systematic literature review.

The study has proposed a holistic conceptual framework for big data-driven strategic orientation in international marketing literature through a systematic review for the first time. It has also illuminated a future research agenda that raises questions for the scholars to develop or extend theory in this area or other related disciplines.

This article examines the place of organizational politics in general and ingratiation specifically as a tactic in which there is an attempt by individuals to increase their attractiveness and upward influence in the eyes of other organizational members (management). Four common tactics of ingratiators were identified: other enhancement, rendering favors, opinion conformity and self‐presentation. Suggests that ingratiation is influenced by individual variables such as: Machiavellianism, locus of control and work task uniqueness. Furthermore, situational variables affect this political behavior There were mixed research results on the impact of ingratiation on further career success. Some recent research concluded that this tactic has little or no effect on extrinsic and intrinsic rewards available to the individual.

While managerial influence has received much research attention, Scholl has presented a fairly new approach to examining such influence. This approach distinguishes between restrictive (pushing one's wishes through, although they may run counter to the interests of another) and promotive control (influencing another in a way that is in line with his or her interests). The current research intends to offer a preliminary investigation into the relationships between these control tactics, leader‐member exchange, and organizational commitment.

University faculty members (n=46) completed measures of restrictive and promotive control, leader member exchange and organizational commitment in relation to their department chairs.

Statistical analysis indicates relationships exist between all variables of interest, but that leader‐member exchange mediates several managerial control‐organizational commitment relationships.

The main limitation for this study is its relatively small sample size. As a result, implications of the results are discussed with an emphasis on future research.

The distinction between restrictive and promotive control is important because it offers a highly parsimonious way of viewing influence and leadership.