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This chapter employs a longitudinal social network approach to research small group teaching in higher education. Longitudinal social network analyses can provide in-depth understanding of the social dynamics in small groups. Specifically, it is possible to investigate and disentangle the processes by which students make or break social connections with peers and are influenced by them, as well as how those processes relate to group compositions and personal attributes, such as achievement level. With advanced methods for modelling longitudinal social networks, researchers can identify social processes affecting small group teaching and learning.

A reliability analysis of a solid oxide fuel cell (SOFC) system is presented for applications with strict constant power supply requirements, such as data centers. The purpose is to demonstrate the effect when moving from a module-level to a system-level in terms of reliability, also considering effects during start-up and degradation.

In-house experimental data on a system-level are used to capture the behavior during start-up and normal operation, including drifts of the operation point due to degradation. The system is assumed to allow replacement of stacks during operation, but a minimum number of stacks in operation is needed to avoid complete shutdown. Experimental data are used in conjunction with a physics-based performance model to construct the failure probability function. A dynamic program then solves the optimization problem in terms of time and replacement requirements to minimize the total negative deviation from a given target reliability.

Results show that multi-stack SOFC systems face challenges which are only revealed on a system- and not on a module-level. The main finding is that the reliability of multi-stack SOFC systems is not sufficient to serve as sole power source for critical applications such as data center.

The principal methodology may be applicable to other modular systems which include multiple critical components (of the same kind). These systems comprise other electrochemical systems such as further fuel cell types.

The novelty of this work is the combination of mathematical modeling to solve a real-world problem, rather than assuming idealized input which lead to more benign system conditions. Furthermore, the necessity to use a mathematical model, which captures sufficient physics of the SOFC system as well as stochasticity elements of its environment, is of critical importance. Some simplifications are, however, necessary because the use of a detailed model directly in the dynamic program would have led to a combinatorial explosion of the numerical solution space.

This paper aims to investigate whether managers use impression management through the presentation of non-financial information in an integrated reporting setting.

The authors performed an experiment with experienced professional controllers and part-time students enrolled in the executive master’s degree in finance and control at universities in the Netherlands. In this experiment, we manipulated the financial performance to test if managers present non-financial information differently based on the firm’s financial performance.

This study found that impression management is not applied by including or excluding non-financial key performance indicators (KPIs) in the integrated report, but by using more prominent presentation forms for positive non-financial performance and non-prominent ones for negative non-financial performance. However, the use of impression management through the presentation form decreased when the firms’ financial performance was positive. In that instance, this study noted that managers statistically significantly more often decided to present poor non-financial performance in a prominent presentation format in comparison to managers who were not aware of the financial performance.

A limitation of this paper is that the authors focused on only two impression management strategies: opportunistic/under-reporting and the presentation form. This analysis shows that the use of impression management mainly seems to occur through the presentation format. Future research could investigate other impression management strategies in an integrated reporting setting.

The results of this study are of importance for users of integrated reports, because it will provide more insight into whether firms are truly transparent in their integrated reports. Furthermore, the theoretical implication of this study is relevant to regulatory authorities, because it sheds light on the different forms of impression management used in integrated reporting and the influence of positively or negatively performing KPIs on the decisions of preparers of integrated reports.

Therefore, in this study, the authors add to prior literature by investigating the concept of impression management in an integrated reporting setting. More specifically, the authors perform an experiment and focus on different forms of impression management (the presentation format and under-reporting) through non-financial KPIs in an integrated reporting setting and link it to firm financial performance.

Anger responding to government-imposed COVID-19 pandemic mandates is examined in relation to 2021 international reports of street protests in cities, with a focus on Perth, Western Australia. Angry protestors displayed a variety of signs and symbols, united under banners demanding freedom. A multi-disciplinary analysis attends to distrust in public health mandates in the global context of an insecure biosphere. Mandates can signify symbolic death, and anger an ‘immune’ response to lifeworld constraints. Anger among nurses and vaccine-hesitant protestors signifies ethical rejection of super-imposed mandates, and fear of alleged vaccine harms. Official pandemic communications are held to be ill-timed, lacking information meaningful to diverse citizens' needs, and offset by poorly contextualised data and unreliable pre-packaged interpretations communicated via digital technologies. A novel hypothesis proposes semiotic misrecognition of the global nature of communications from intersecting ecosocial crises may underlie protestors' anger. Modelling of a management system to validate broad contextual knowledges may restore meaningful balance and public solidarity, to creatively respond to future human crises.

Traditional clinical psychological practices have often been adapted for the context of executive coaching. Cognitive behavioral therapy (CBT) in particular is the most scientifically supported psychological modality. CBT like other practices has been used in coaching as cognitive behavioral coaching but rarely discussed more explicitly for the executive population. Here, we offer a specific adaptation – cognitive behavioral executive coaching (CBEC) – and suggest that it presents a flexible structure that can meet the multiple agendas that are framed for executive coaching. Additionally, the core features of CBT and CBEC in particular satisfy the major needs of executives in coaching arrangements. We conclude by demonstrating a CBEC process model for coaching the high-performing executive.

After the Royal Ahold accounting scandal occurred in 2003, the Dutch government responded by publishing a new Corporate Governance code, often referred to as the “Tabaksblat Code”, updated in 2016. The Code focuses on long-term value creation by emphasizing risk management and accountability and reinforcing the roles and duties of management board, internal audit function, and supervisory board in designing adequate risk management and control systems and in assessing their effectiveness. Differently than the rule-based Anglo-Saxon regulations, the Code is based on best practices provisions and adopts a “comply or explain” approach. Professional bodies are actively supporting their associates in developing skills in current and emerging risk management areas. Despite these efforts, it is worth noting that there are still significant differences on how companies apply the risk management provisions. For instance, in terms of appointing a dedicated manager as Chief Risk Officer (CRO), in the frequency and scope of risk assessment, and in defining the risk appetite of the company.