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Purpose – To discover and unravel the contribution of women to innovation and invention. This chapter builds upon a book published in 2003, called, Ingenious Women. The purpose of the book was to discover the invisible women inventors and patent holders operating between 1637, when the first patent was awarded to a woman, and the outbreak of war in 1914. For the purpose of this essay, the time frame has been extended to the present.

Methodology – Historical patents are used as the main research base, supported by searches of other relevant databases, directories and specialist archives (census records, registered designs, company records, museum collections) as well as specialist literature.

Findings – The research illustrates that women and men were often part of a wide network of discoverers and innovators and were able, by using the latest technologies and materials available, to resolve problems both large and small.

Research limitations/implications – This categorisation on patent databases or directories and searches were by female first names or by object type. his categorisation highlights the historical assumption that women are not inventors. Although this search method highlighted hundreds of women, there must be many still undiscovered.

Practical implications – Not all the ideas went into production and some have now become obsolete. Others continue to be produced and have formed the basis of successful companies. Many women became entrepreneurs and developed businesses based on their inventions and some, as widows, successfully ran their deceased husbands' companies.

Social implication – The women in this hidden history often had to navigate a path through social attitudes and legislative frameworks. They are all an example to women today that anyone, regardless of gender, can be innovative and entrepreneurial. What is crucial is that the ideas being developed are unique and have a purpose.

This study used qualitative discourse analysis to explore how researchers use the concept of ingenuity to understand the everyday work of social entrepreneurs. Data were drawn from a sample of 69 research articles published across 41 academic journals between 1998 and 2018. The findings showed ingenuity to be an underdeveloped concept in the social entrepreneurship literature and revealed a paucity of research on the everyday work performed by social entrepreneurs. A framework for studying the work of social entrepreneurs at the “scale of the everyday” through the lens of ingenuity is proposed, and recommendations for future research are provided.

It is deservedly recognized that James Steuart advanced a monetary theory in which paper money played an important role. The successful establishment of Scottish banknote circulation and theoretical influences from his fellow countrymen such as John Law can be pointed out as backgrounds for his monetary theory. Little attention has been given however to the point that Steuart deduced theory on banks and banknotes quite differently from his predecessors. It is of great significance that Steuart’s theory on banks and banknotes in his first draft of The Principles of Political Oeconomy was, in the following years, drastically expanded and reconstructed. The theory in his first draft written in 1764 was based on the opinion that banknotes should be issued only on landed securities, in consideration of ideas from the Scottish banking system. He then expanded the theory into a dynamic three-stage banking theory where he concluded that as economies and credit grew, banks should issue notes not only on the basis of landed securities but also by discounting bills and giving public credit. By this expansion, banknotes gained a broad and central role in his monetary theory, and the expansion gave his monetary theory more ingenious evolutionary aspects.

Policy-capturing is an experimental technique potentially capable of providing powerful insights into the cognitive bases of work-related decision processes by revealing actors’ “implicit” models of the problem at hand, thereby opening up the “black box” of managerial and organizational cognition. This chapter considers the strengths and weaknesses of policy-capturing vis-à-vis alternative approaches that seek to capture, in varying ways, the inner workings of people’s minds as they make decisions. It then outlines the critical issues that need to be addressed when designing policy-capturing studies and offers practical advice to would-be users concerning some of the common pitfalls of the technique and ways of avoiding them.

This chapter analyzes the success factors, outcomes, and future viability of large-group methods. We have used an exploratory action research approach focusing on eight variously purposed large-group methods (AmericaSpeaks, Appreciative Inquiry, Conference Model®, Decision Accelerator, Future Search, Participative Design, Strategic Change Accelerator/ACT (IBM), and Whole-Scale™ Change). We interviewed nine leading practitioners and creators for each method, as well as six clients who had played key roles in most of these methods' execution at their organizations, asking them to reflect on the current practices and outcomes and the future of each respective large-group method, as well as the methods as a group of interventions. Based on our findings derived through theme and content analysis of interviews, we purport that both the Art (excellence in method execution) and the Artist (the right facilitator) are necessary for achieving desired outcomes of the large-group methods. We stipulate that critical elements of the Art include these five common elements (or five “I”s): having the right Individuals in the room; aiming the method at resolving the right Issue; having Intentional process (including pre-work, intra-method process, and follow-up); having the right Information in the meeting; and using the right Infrastructure (such as appropriate physical space, technology, etc.). We suggest that while these elements of Art are important, the simultaneous requisite role of the Artist is to manage the tension between the rigidity of the Art (the 5 “I”s) and the emerging human dynamics occurring between the large-group method process and the associated evolving client objectives. That is, to achieve desired outcomes, the execution of large-group method needs to be both highly premeditated and ingenious. We supplement our findings with client case descriptions and quotes from the practitioners and conclude that these large-group methods are particularly appropriate for resolving a variety of issues facing today's organizations operating under the conditions of high technology saturation, interdependence, globalization, economic downturn, and others – and that this, with some exceptions, will likely remain the case in the future. However, the future use of these methods will be challenged by the availability of Artists who can execute the methods so they lead to desired outcomes. We close with discussion of open questions and directions for future research.

The preceding revolution, Industry 4.0, surfaced by way of the influx of digital and automation technologies. Industry 5.0 followed the suit and the world is on the threshold of this new evolution. Industry 5.0 attempts to bring together the competency of smart machines and the exceptional ingenious potentials of the human workforce. Industry 5.0 is humanizing the digital and automated systems. It recognizes both automated technology and the human innovative skills on an equal platform. Marketing in its new role revolves on the axis of automation and cyber technology of Industry 5.0. This new makeover of marketing processes generates superior marketing actions, restructures marketing workflows, and assesses the results of marketing promotions. Industry 5.0 tools make available a fundamental marketing catalog for all marketing content and communications, thus assisting marketers to fashion a fragmented, customized, and favorable marketing experiences for prospective buyers. These systems and spaces offer automation attributes across numerous phases of marketing including videos, blogs, emails, social media, lead generation, direct mails, digital advertising, and more.

This chapter aims to introduce the concept of Industry 5.0, where robots and machines are interweaved with the human intellect and labor as teammate instead of opponent. The objective of the chapter is to examine and explore the different facets of marketing in the face of Industry 5.0. The chapter describes the challenges and future trends and practices in marketing field in the wake of Industry 5.0 as the way forward for the companies for sustainability and resilience.

Purpose – This chapter seeks to contribute to our understanding of how the delivery of customer service shapes the development and expression by workers of resistance, misbehavior, and accommodation. Workers at three call centers enjoyed customer service and endeavored to enhance its importance. At the same time, however, they knew it to be emotionally wearing and, on occasion, morally dubious.

Methodology – The chapter draws on interviews with and a survey of call center employees and management and trade unions.

Findings – The chapter explores how workers used the aesthetic skills that underpin “good” customer service to subvert management objectives and give vent to their frustration with disgruntled customers.

Social implications – Even in the most closely controlled and monitored situations, people are capable of developing unanticipated and often ingenious responses to regimens that are antithetical to their immediate interests.

Originality – The exploration of how call center workers use their customer service and aesthetic skills to undermine managerial control.

In my article, I put forward the thesis that today's consumer attitudes promoted and practiced as the pursuit of sustainable development have their genealogy in the everyday life of Polish women and their savings and inventiveness resulting from living conditions in a socialist state. Polish women's life stories under communism, which I conducted as a part of international research project, contain a kind of instructions on how to use modest resources frugally, inventively, and creatively to ensure a decent life for yourself and your family. What's more, many resource-saving practices developed by our generational grandmothers and mothers are experiencing a renaissance, such as the production of organic food at home or the re-circulation and remaking of second-hand clothes. So, when it comes to sustainable development, old everyday practices of saving resources through their ingenious and creative use are returning to favor. With the awareness of contemporary civilization threats, their usefulness may once again turn out to be salutary for humanity.

Ich habe genug (I have enough) BWV 82 is one of the best known, most regularly performed and consistently recorded of J.S. Bach's approximately 200 extant sacred cantatas. ¹ In the text, by an anonymous author, the narrator repeatedly expresses their readiness to die, in faith that they will be received by their saviour in eternal life. The whole cantata expresses a fearless ‘longing for death’ (Schweitzer, 1911/1966, p. 114), coupled with a serene contentment. Bach's setting of this text for religious purposes not only supports the sentiments expressed by the narrator but colours, illuminates, vitalises and elevates it in ways that startle the ear, quicken the spirit and stir the imagination. In the third and final aria of the cantata, Bach employs an almost-jaunty dance rhythm to accompany the narrator's anticipatory delight in their own death, liberated from worldly and bodily suffering. After identifying some of the ingenious ways Bach animates the text, I offer some speculations and elaborations as to how and why this work has had such an enduring presence in the Western musical canon, for believers and non-believers alike.

Introduction: The rapid growth of high technology has urged many organisations to dynamically look for innovative ways, ideas, testing, and ingenious solution in improving their current product, process, system, and technology. For contemporary business, artificial intelligence (AI)-based people analytics is an instrument currently employed to develop a better prosperous future.

Purpose: The study aims to investigate the usage of AI in human resource management (HRM) practices. It also examines the benefits and challenges of using AI in implementing people analytics in organisations.

Methodology: This chapter contains a systemic review of articles and papers on analytics. The presented qualitative study did a literature review based on the articles published in the last five years and extracted from the Scopus database.

Findings: This chapter indicated that AI-based people analytics is on the verge of changing various aspects of HRM practices better to furnish it for a vibrant, ever-changing workplace. It concludes different usage of AI in people analytics for better managing human resources (HR) at the workplace. Also explored the benefits and challenges of implementing AI in the people analytics domain.

Implications: This chapter will help understand ongoing practices of AI-enabled process benefits and challenges. This insight will help develop a better AI-enabled function for a better decision-making system. The future scope of the study is how to overcome the challenges.