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ALTHOUGH the two prototypes of the Blohm und Voss Ha 139 were first flown in 1937, the machine has never received much attention and, in view of its present topicality, it seems an opportune moment to describe it. Ostensibly the Ha 139 was designed and built, like the Dornier Do 26, for the experimental German air mail services across the North and South Atlantic. In view of the present situation, although it has long been realized that these experiments were actually of a military nature, further point is lent to their venue, as the operators of the service must have gained considerable knowledge of the prevailing weather conditions, not only over the British convoy routes, but also on the routes to America generally.

This paper is a rejoinder to the work of Blohm, Antretter, and colleagues recently published in both Entrepreneurship Theory and Practice and Harvard Business Review titled “It's a Peoples Game, Isn't It?! A Comparison Between the Investment Returns of Business Angels and Machine Learning Algorithms” and “Do Algorithms Make Better – and Fairer – Investments than Angel Investors?”, respectively.

While we agree with authors of prior scholarship on the importance of counteracting human biases, honing expert intuition and optimizing the odds of success in investment decision-making contexts, in the spirit of open academic discourse, this paper respectfully challenges some of the underlying assumptions concerning algorithmic bias on which prior work is based.

Investing remains part art and part science, and while algorithms may begin to play a more significant role in investment decision-making, human intuition remains hard to imitate. In both people and in algorithms, sources of bias remain both implicit and explicit and often have systemic roots, so more research continues to be needed to fully understand why algorithms produce potentially biased outcomes across a wide array of contexts.

This paper contributes to our collective understanding on the use of algorithms in making investment decisions, highlighting the fact that bias exists in humans and algorithms alike, even when the best of intentions are present.

THE Hamburger Ha‐139 is an all‐metal, four‐engined, twin‐float seaplane recently built in Hamburg to meet the requirements of the Deutsche Lufthansa for transatlantic mail service. It was designed and built by the Hamburger Flugzeubau G.m.b.H., who are a new aviation department of Blohm and Voss, the well‐known shipbuilders of Hamburg. The company was formed in 1933 with Dr. Richard Vogt as Director and has in the past built several training machines ; the new Ha‐139 being the largest and most important machine built up to the present time. The seaplane has a gross weight of 16 tons and a range of 5,000 kilometres (3,100 miles) at its cruising speed of 250 k.p.h. (155 m.p.h.). The four engines give a total of 2,400 h.p.

This study aims to demonstrate how destination management organizations can fruitfully harvest users’ ideas by facilitating an online idea contest to enhance value creation and innovation processes. The structure of the idea quality, contest-related factors and user-related factors are investigated in relation to the overall quality of the ideas submitted by users.

A total of 489 ideas were assessed based on the overall quality and effects of various factors. A structural model was tested to analyze the dimensions contributing to quality of the submissions that influence the overall idea quality. Furthermore, non-parametric tests were performed to reveal how specific user traits as well as contest-related traits relate to overall idea quality. Lastly, post-hoc analyses were performed to reveal if mean values differ among users who are grouped according to age, overall idea quality, place of residence and age at time of submission.

The study demonstrates that novelty, feasibility, relevance and elaboration explain overall idea quality. Only the age of the idea submitter exhibits an impact on the level of idea quality, wherein younger users tend to submit higher quality ideas. The areas of innovation significantly differ depending on the users’ place of residence and age. Moreover, none of the contest-related traits that were analyzed have an impact on the level of overall idea quality.

Marketing managers and destination management organizations are given a set of recommendations on how to facilitate internet-based participation tools, such as idea contests, to collect high-quality input from various user segments and, subsequently, to feed their value creation and innovation processes.

Within the field of tourism, the open tourism paradigm is relatively new. New insights into the role of online tools, and how they can be leveraged to harvest users’ ideas, as well as users’ capabilities for enhancing tourism firms’ value creation and innovation processes, are provided.

With the increasing sophistication of modern helicopter designs the problems arising from the interactional aerodynamic flow field around the helicopter has become more acute. Interactional aerodynamics are, by origin, of utmost complexity, because many of the interactions involve viscous processes, the flow usually is unsteady and the interactions are strongly interdependent.

APPROXIMATELY 1300 high‐precision, small‐ and medium‐sized aircraft components in aluminium and steel are being produced by Messerschmitt‐Bölkow‐Blohm at its Nabern plant in West Germany using a new computer integrated manufacturing system. Wagner Fordertechnik designed and installed the automatic materials handling and transport systems, and supplied the hardware and software for their respective controls. In this country, turnkey systems of this type are supplied by Wagner Indumat Systems Ltd, Ascot.

The experience gained since 1959 at MBB, Military Aircraft Division, in the development and flight testing of V/STOL combat aircraft having the capability to reach Mach 2 and to take off with after‐burning temperatures is described. The German project VJ 101 C and the US/FRG project AVS as well as the joint US/FRG V/STOL Technology Programme conducted during the years 1967 through 1970 serve as examples. The paper consists of two main sections:

The term “crowdwork” describes a new form of digital work that is organized and regulated by internet-based platforms. This chapter examines how crowdwork platforms ensure their virtual workforce’s commitment and control its performance despite its high mobility, anonymity, and dispersion. The findings are based on a case study analysis of 15 microtask and macrotask platforms, encompassing 32 interviews with representatives of crowdwork platforms, and crowdworkers, as well as an analysis of the platforms’ homepages and community spaces. The chapter shows that performance control on crowd platforms relies on a combination of direct control, reputation systems, and community building, which have until now been studied in isolation or entirely ignored. Moreover, the findings suggest that while all three elements can be found on both microtask and macrotask platforms, their functionality and purpose differ. Overall, the findings highlight that platforms are no neutral intermediaries but organizations that adopt an active role in structuring the digital labor process and in shaping working conditions. Their managerial structures are coded and objectified into seemingly neutral technological infrastructures, whereby the underlying power relations between capital and labor become obscured.

THE German aerospace industry faces the new decade with optimism. Even the budget restrictions announced recently which affect most parts of the industry cannot lessen that impression. Some of the money not granted has only been frozen to avoid further overheating of the economy. In comparison with the aerospace industries of Great Britain — employing 240,000 people — and France — employing 100,000 people — the German aerospace industry with its 52,000 employees seems to be of less importance. This figure, however, is remarkable with regard to the fact that in 1956 this industry had to start from nothing. The airframe industry employs about 32,500, the space industry some 2,600, the engine industry about 6,200, the material and accessory industry 3,000 employees, and in the equipment industry another 7,200 people are working directly for the aerospace industry.