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James Mattingly [11]James E. Mattingly [8]
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Profile: James Mattingly (Georgetown University)
  1. James Mattingly (2014). Unprincipled Microgravity. Studies in History and Philosophy of Science Part B: Studies in History and Philosophy of Modern Physics 46 (2):179-185.
    I argue that the key principle of microgravity is what I have called elsewhere the Lorentzian strategy. This strategy may be seen as either a reverse-engineering approach or a descent with modification approach, but however one sees if the method works neither by attempting to propound a theory that is the quantum version of either an extant or generalized gravitation theory nor by attempting to propound a theory that is the final version of quantum mechanics and finding gravity within it. (...)
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  2. Rick N. Francis, Steven Harrast, James Mattingly & Lori Olsen (2013). The Relation Between Accounting Conservatism and Corporate Social Performance: An Empirical Investigation. Business and Society Review 118 (2):193-222.
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  3. James Mattingly (2013). Emergence of Spacetime in Stochastic Gravity. Studies in History and Philosophy of Science Part B: Studies in History and Philosophy of Modern Physics 44 (3):329-337.
    I focus on the stochastic gravity program, a program that conceptualizes spacetime as the hydrodynamic limit of the correlation hierarchy of an underlying quantum theory, that is, a theory of the microscopic theory of gravity. This approach is relatively obscure, and so I begin by outlining the stochastic gravity program in enough detail to make clear the basic sense in which, on this approach, spacetime emerges from more fundamental physical structures. The theory, insofar as it is a univocal theory, is (...)
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  4. James Mattingly (2010). The Paracletes of Quantum Gravity. In Michael Friedman, Mary Domski & Michael Dickson (eds.), Discourse on a New Method: Reinvigorating the Marriage of History and Philosophy of Science. Open Court.
     
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  5. Sarah Sorenson, James E. Mattingly & Felissa K. Lee (2010). Decoding the Signal Effects of Job Candidate Attraction to Corporate Social Practices. Business and Society Review 115 (2):173-204.
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  6. Harry T. Hall & James E. Mattingly (2009). A Political Culture Approach to Modes of Organization Governance and Citizenship. Proceedings of the International Association for Business and Society 20:243-252.
    We propose a research program grounded in cultural theory and believe that this theory enables researchers to gain traction in Business and Society research. Grid-group cultural theory is a useful tool for examining organizational behavior. Organizational culture governs organizational social expression. Corporate Social Responsibility is a specific domain which benefits from exploration using cultural theory. Finally, objectives and aspirations of this research program are outlined.
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  7. James Mattingly (2009). Mongrel Gravity. Erkenntnis 70 (3):379 - 395.
    It was recognized almost from the original formulation of general relativity that the theory was incomplete because it dealt only with classical, rather than quantum, matter. What must be done in order to complete the theory has been a subject of considerable debate over the last century, and here I just mention a few of the various options that have been suggested for a quantum theory of gravity. The aim of what follows is twofold. First, I address worries about the (...)
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  8. James Mattingly & Walter Warwick (2009). Projectible Predicates in Analogue and Simulated Systems. Synthese 169 (3):465 - 482.
    We investigate the relationship between two approaches to modeling physical systems. On the first approach, simplifying assumptions are made about the level of detail we choose to represent in a computational simulation with an eye toward tractability. On the second approach simpler, analogue physical systems are considered that have more or less well-defined connections to systems of interest that are themselves too difficult to probe experimentally. Our interest here is in the connections between the artifacts of modeling that appear in (...)
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  9. James E. Mattingly & Harry T. Hall (2008). Who Gets to Decide? The Role of Institutional Logics in Shaping Stakeholder Politics and Insurgency. Business and Society Review 113 (1):63-89.
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  10. James Mattingly (2007). Classical Fields and Quantum Time-Evolution in the Aharonov–Bohm Effect. Studies in History and Philosophy of Science Part B 38 (4):888-905.
  11. James E. Mattingly & Harry T. Hall (2007). A Political Framework for Examining Stakeholder Interactions in Organization Fields. Proceedings of the International Association for Business and Society 18:457-462.
    We synthesize literature from organization theory and political sociology to develop a conceptual lens from which organizing can be examined as a process whereby institutional structures are changed in ways similar to how social movements change entire societies. Implied is that hegemonic power structures maintain existing institutional structures by either resisting insurgencies or by making them seem senseless in the first place.
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  12. James Mattingly (2006). Which Gauge Matters? Studies in History and Philosophy of Science Part B 37 (2):243-262.
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  13. James E. Mattingly (2006). Radar Screens, Astroturf, and Dirty Work: A Qualitative Exploration of Structure and Process in Corporate Political Action. Business and Society Review 111 (2):193-221.
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  14. James E. Mattingly & Shawn L. Berman (2006). Measurement of Corporate Social Action Discovering Taxonomy in the Kinder Lydenburg Domini Ratings Data. Business and Society 45 (1):20-46.
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  15. Michael Dickson, Elisabeth A. Lloyd, C. Kenneth Waters, Matthew Dunn, Jennifer Cianciollo, Costas Mannouris, Richard Bradley & James Mattingly (2005). 1. From the New Editor From the New Editor (P. Iii). Philosophy of Science 72 (2).
     
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  16. James Mattingly (2005). The Structure of Scientific Theory Change: Models Versus Privileged Formulations. Philosophy of Science 72 (2):365-389.
  17. James E. Mattingly (2005). How Institutions Matter. Proceedings of the International Association for Business and Society 16:330-332.
    In the paper, prior research is criticized for giving privileged position to individual-level managerial characteristics in explaining differences in firm-level socialand political activity. Recognizing cultural differences between firms is offered as a partial solution for improving our understanding. Cultural Theory from anthropology and political science is cited as a guiding framework for fruitful future inquiry.
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  18. James E. Mattingly (2004). Stakeholder Salience, Structural Development, and Firm Performance: Structural and Performance Correlates of Sociopolitical Stakeholder Management Strategies. Business and Society 43 (1):97-114.
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  19. James Mattingly (2001). Singularities and Scalar Fields: Matter Theory and General Relativity. Proceedings of the Philosophy of Science Association 2001 (3):S395-.
    Philosophers of physics should be more attentive to the role energy conditions play in General Relativity. I review the changing status of energy conditions for quantum fields-presently there are no singularity theorems for semiclassical General Relativity. So we must reevaluate how we understand the relationship between General Relativity, Quantum Field Theory, and singularities. Moreover, on our present understanding of what it is to be a physically reasonable field, the standard energy conditions are violated classically. Thus the singularity theorems are unavailable (...)
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