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The research aimed at explaining women microcredit repayment delay when loans are not granted on any joint liability group nor any other scheme based on social capital or financial collateral.

Previous research showed that greater female autonomy is associated with bearing fewer children and the former could be correlated to a higher loan repayment rate because of social and financial benefits for the household. Female autonomy proxied through the number of children and its square is regressed on the number of weeks of repayment delay in an OLS model as well as in a multilogit model that identifies borrowers according to their credit status (regular, delayed, and delinquent).

We found that more autonomous women, those bearing less than four children, repay credit more promptly and are less likely to switch into the delinquent credit status.

Economic variables need to be complemented with some specific characteristics of the borrower, as they have a role in explaining women’s repayment delay.

The research provides an alternate explanation about why women repay loans when a microcredit institution does not rely on a lending methodology based on joint liability groups.

In this chapter the potential to use water-based Trombe walls to provide heated water for building applications during the summer months is investigated. Design Builder software is used to model a simple single-story building with a south-facing Trombe wall. The effects of using different thermal storage mediums within the Trombe wall on building heating loads during the winter and building cooling loads during the summer are modeled. The amount of thermal energy stored and temperature of water within the thermal storage medium during hot weather conditions were also simulated. On a sunny day on Toronto, Canada, the average temperature of the water in a Trombe wall integrated into a single-story building can reach ∼57°C, which is high enough to provide for the main hot water usages in buildings. Furthermore, the amount of water heated is three times greater than that required in an average household in Canada. The results from this work suggest that water-based Trombe walls have great potential to enhance the flexibility and utility of Trombe walls by providing heated water for building applications during summer months, without compromising performance during winter months.

In France, as in other countries, the idea of installing rooftop photovoltaic (PV) panels in private homes is based on an incentive scheme (tax advantages, feed-in tariffs, etc.) inspired by neoclassical economic theory. In the case of electricity producers in Reunion Island, unlike economists, we argue that producers’ calculations involve decision-making criteria which go further than any simple evaluation of economic costs and benefits.

Our approach is based on concepts of economic anthropology and on observations and semi-structured interviews conducted in the homes of the producers.

This ethnographic method allowed us to examine economic rationalities which revealed the anticipation of an energy landscape that will be subject to issues relating to the environment, access to electricity, evolution in the local electricity market, and household budget management. In this context, producers’ representations of solar power and of processes for commoditizing and decommoditizing the electricity produced (sold on the network/“free” when consumed) make compatible preservation of the environment and social norms of consumption.

This paper focuses on PV energy producers (who have been the object of very little research) and thus provides input for existing reflection on the diversity of economic rationalities. Such insight is important for understanding how people respond to policy appeals for PV panels. Anthropology therefore has an important role to play in the debate on energy transition. This conclusion paves the way for similar research in other contexts (of a non-insular nature in particular) which would allow for a promising comparative anthropological approach.

Ownership and location decisions are at the core of the development of multinational enterprises (MNEs) as they deeply impact the creation and appropriation of value in global value chains. Such decisions have been treated by extant literature mostly as oppositions characterized by trade-off alternatives, such as internalization versus externalization and domestic versus offshoring. In this chapter, we discuss the development of a multinational company, that is, De’Longhi, as it has adjusted both ownership and location choices several times over the last 15 years. The case shows that in growing firms, such as De’Longhi, ownership and location decisions are interrelated among each other and with several factors including: interdependences between value chain activities, corporate strategy, organizational culture and the time horizon of the above choices.

This chapter analyzes and considers the relationship between original new product development processes and holistic leadership at Great Britain’s Dyson. An innovative aspect regarding staff structure in the Dyson organization, unlike many development manufacturers, is the absence of differentiation between designers and engineers. All employees are “engineers,” and all employees at all times are engaged in some sort of initiative in technology or experimentation. At Dyson there are product developers known as “designer engineers” who are responsible not only for technology, but also for design and development as they closely link function with design. All designers and engineers are involved in all processes from product concept planning and development until the final testing. In other words, unlike at many development companies, almost no knowledge boundaries exist between different specialist areas at Dyson.

Realization of such business processes at Dyson is achieved by practitioners at every management level including James Dyson (former CEO). Aiming for a single development goal, practitioners form business communities which originate with the formation of multilayered “Ba” that crisscross the company, irrespective of formal or informal organization, through holistic leadership. Through the formation of business communities, practitioners achieve strategic collaboration, which is the starting point of the company’s product development concepts.