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The purpose of this paper is to propose a novel way of determining optimal capital structure, applied to sub-groups of Swiss dairy farms from 2003 to 2014. Optimization of capital structure is carried out with respect to two performance indicators from an economic value added perspective.

Optimal values of capital structure are obtained based on a minimization of correlation between economic performance indicators and a distance function of the debt-to-asset ratio distribution to its quantiles. The approach differs from existing approaches in relying solely on empirical data and in using fewer external parameters, which are difficult to estimate, such as risk aversion coefficients. An unbalanced panel data set from the Swiss Farm Accounting Network with almost 14,000 dairy farm observations serves as input data to the model.

Concise optimal values of capital structure result for regional and temporal sub-groups of Swiss dairy farms. Comparing the evolution of optimal values for these sub-groups with existing models of optimal capital structure, the authors infer that dairy farmers in the mountain region are less risk averse than their counterparts in the valley region and that falling interest rates increase the optimal value of debt-to-asset ratio.

The straightforward computation of optimal values for capital structure without intermediate parameters is useful and new. In addition, the authors’ model can be used as a tool for comparison and validation of previous models with the same aim, e.g. for comparison of risk aversion coefficients or qualitative behavior of optimal values for capital structure.

Presently, searching the internet for learning material relevant to ones own interest continues to be a time‐consuming task. Systems that can suggest learning material (learning objects) to a learner would reduce time spent searching for material, and enable the learner to spend more time for actual learning. The purpose of this paper is to present a system of “hybrid search and delivery of learning objects to learners”.

This paper presents a system of “hybrid search and delivery of learning objects to learners” that combines the use of WordNet for semantic query expansion and an approach to personalized learning object delivery by suggesting relevant learning objects based on attributes specified in the learner's profile. The learning objects are related to the learner's attributes using the IEEE LOM and IMS LIP standards. The system includes a web crawler to collect learning objects from existing learning object repositories, such as NEEDS or SMETE.

The presented HSDLO system has the ability to accurately search and deliver learning objects of interest to a learner as well as adjust the learner's profile over time by evaluating the learner's preferences implicitly through the learning object selections.

Since real LOM's from SMETE are not much populated, the system is tested with a limited set of attributes. The system is evaluated using a test bench rather than real learners.

The paper proposes a combination of three search techniques in one system as well an architectural solution which can be used for other types of online search engines.

Purpose – To explore routes taken to start and grow businesses in science, engineering and technology (SET) sectors by 15 female entrepreneurs.

Methodology/approach – Entrepreneurial routes are explored using the ‘possible selves’ perspective to explore why they felt able to continue in SET when many do not and how they envisaged themselves in relation to SET and enterprise.

Findings – All participants felt that SET was ‘normal’, so there had been ‘no problem’ in starting or running a SET business as a woman but gendered practice was embedded in how they operated, how they made decisions and how they envisaged the future. The heuristics used by participants were acceptance, adaptation and allowances to adapt to a male environment in SET and within entrepreneurship.

Research limitations/implications – This was a qualitative study, therefore, as is normally the case, offers insights but cannot be generalised to populations.

Practical implications – The comments by participants on their experience of university and to some extent secondary school curriculum showed when they were ‘turned off’ SET mainstream activities. Changes in curriculum content and format and awareness building for staff might address this.

Social implications – Gendered practice remains in organisations due to the norms and expectations of a wider society, this chapter shows how this works in SET environments.

Originality/value of chapter – This is a new study given the lack of work so far exploring entrepreneurial routes of women in SET especially using the possible selves perspective.

This paper examines what the use of an augmented reality (AR) makeup mirror means to consumers, focusing on experiential consumption and the extended self.

The authors employed a multimethod approach involving netnography and semi-structured interviews with participants in India and the UK (n = 30).

Two main themes emerged from the data: (1) the importance of imagination and fantasy and (2) the (in)authenticity of the self and the surrounding “reality.”

This research focuses on AR magic makeup mirror. The authors call for further research on different AR contexts.

The authors provide service managers with insights on addressing gaps between the perceived service (i.e. AR contexts and the makeup consumption journey) and the conceived service (i.e. fantasies and the extended self).

The authors examine the lived fantasy experiences of AR experiential consumption. In addition, the authors reveal a novel understanding of the extended self as temporarily re-envisioned through the AR mirror.

This chapter investigated how pre-existing ideas (i.e., prototypes and antiprototypes) and what the eyes fixate on (i.e., eye fixations) influence followers' identification with leaders from another race. A sample of 55 Southeast Asian female participants assessed their ideal leader in terms of prototypes and antiprototype and then viewed a 27-second video of an engaging Caucasian female leader as their eye fixations were tracked. Participants evaluated the videoed leader using the Identity Leadership Inventory, in terms of four leader identities (i.e., prototypicality, advancement, entrepreneurship, and impresarioship). A series of multiregression models identified participants' age as a negative predictor for all the leader identities. At the same time, the antiprototype of masculinity, the prototypes of sensitivity and dynamism, and the duration of fixations on the right eye predicted at least one leader identity. Such findings build on aspects of intercultural communication relating to the evaluation of global leaders.

The article seeks to highlight an unconventional way out of the “innovation dilemma”, relevant to many business organizations. Innovative management and risk friendliness are necessary, but the way in which failure is handled and the resulting fear of making mistakes block the (innovative) efforts of specialists and managers.

The article draws on theoretical as well as empirical work. First, the seemingly crystal‐clear concept of “error” is elaborated and the rare category of “creative errors” is introduced. Second, illustrative findings from a case study in the automotive sector are reported.

The paper suggests that a culturally exacerbated antipathy towards errors ultimately leads to a situation of pronounced innovation incompetence in which creative behavior is avoided. The article points out that it is not an “absolution of mistakes” that is required, but a tolerance for legitimate errors which should only occur under exceptional circumstances. The authors underlines that fairness in dealing with errors is considerably more important than a misguided attempt to create or maintain harmony. In addition to the philosophy and potential of this unusual incentive system, possible practical implementation problems are considered.

Generalization is limited because the findings are based on only one case study. However, because of the vital importance of the so‐called “innovation dilemma”, the exploratory findings of the study may trigger further empirical research on “creative errors”.

An initiative like the “Creative Error of the Month” may help to bring about cultural change towards a climate of trust and confidence in which innovative commitment is treated fairly even if it does not in fact succeed.

Common approaches to enhance organizational innovativeness reward “success stories” or praise “zero‐based cultures”. This case study suggests that a sophisticated initiative revolving around the “hidden” innovative potential of “creative errors” and “tragic failures” might prove to be a successful offbeat attempt at stimulating creativity and innovative behaviour in enterprises.

This paper explores diverse practices of the giving and demanding of democratic accountability within a case of conflict around deep-sea petroleum exploration in Aotearoa New Zealand. These practices include submissions and consultations, partnership between Indigenous Peoples and a settler-colonial government and dissensus. These are theorised through the political thought of Jacques Rancière.

A single case study approach is employed that seeks to particularise and draws on interview, documentary and media materials.

By examining a case of conflict, the authors find that as opportunities for participation in democratic accountability processes are eroded, political dissensus emerges to demand parts in the accountability process. Dissensus creates counter forums within a wider understanding of democratic accountability. In this case, individuals and organisations move between police (where hierarchy counts those with a part) and politics (exercised when this hierarchy is disrupted by dissensus) to demand parts as police logics become more and less democratic. These parts are then utilised towards particular interests, but in this case to also create additional parts for those with none.

This study privileges demands for accountability through dissensus as fundamental to democratic accountability, rather than just account giving and receiving. That is, who is or who is not included – who has a stake or a part – is crucial in a broader understanding of democratic accountability. This provides democratic accountability with a radical potential for creating change. The study also advances thinking on democratic accountability by drawing from Indigenous perspectives and experiences in a settler-colonial context.

To highlight an unconventional way out of the “innovation dilemma,” relevant to many business organizations, innovative management and risk friendliness are necessary, but the way in which failure is handled and the resulting fear of making mistakes block the (innovative) efforts of specialists and managers.

The paper draws on theoretical as well as empirical work: first, the seemingly crystal‐clear concept of “error” is elaborated and the rare category of “creative errors” is introduced. Second, illustrative findings from a case study in the automotive sector are reported.

Suggests that a culturally exacerbated antipathy towards errors leads ultimately to a situation of pronounced innovational incompetence in which creative behavior is avoided. Points out, that not an “absolution of mistakes” is required, but a tolerance for legitimate errors which should only occur under exceptional circumstances. Underlines, that fairness in dealing with errors is considerably more important than a misguided attempt to create or maintain harmony. In addition to the philosophy and potential of this unusual incentive system, possible practical implementation problems are considered.

Generalization is limited because the findings are based on only one case study. However, because of the vital importance of the so‐called “innovation dilemma,,” the exploratory findings of the study may trigger further empirical research on “creative errors.”

An initiative like the “Creative Error of the Month” may help to bring about cultural change towards a climate of trust and confidence in which innovative commitment is treated fairly even if it does not in fact succeed.

Common approaches to enhance organizational innovativeness reward “success stories” or praise “zero‐based cultures.” This case study suggests that a sophisticated initiative revolving around the “hidden” innovative potential of “creative errors” and “tragic failures” might prove to be a successful off‐beat attempt at stimulating creativity and innovative behavior in enterprises.

Schumpeter is popular these days among the economic policy makers and politicians in Washington, DC. In “high tech” America, Schumpeter’s felicitous phrase “creative destruction” is on many lips. The recent meltdown of numerous dot.com firms on the NASDAQ exchange has taught formerly optimistic baby boomers how hard the “creative destruction” process can hit their pocketbooks and wipe out their accumulations of “shareholders value.” Yet for many, “creative destruction” is still the guidepost to a better and more prosperous future.

The purpose of this paper is to introduce the unique artistic approach of film-maker Werner Herzog as an inspiration to rethink ethnographic studies in general and the notion of reflexivity in particular.

This paper reviews the particularities of Werner Herzog’s approach to filmmaking, linking them to the methodological tradition of visual ethnography and especially the debate about the role of reflexivity and performativity in research.

Herzog’s conceptualization of meaning as “ecstatic truth” offers an avenue for visual organizational ethnographers to rethink reflexivity and performativity, reframe research findings and reorganize research activities. The combination of multiple media and the strong authorial involvement exhibited in Herzog’s work, can inspire and guide the development of “meaningful” organizational ethnographies.

The paper argues that practicing visual organizational ethnography “after Herzog” offers researchers an avenue to engage creatively with their research in novel and highly reflexive ways. It offers a different way to think through some of the challenges often associated with ethnographic research.