Search results for 'Linda Cam Caldwell' (try it on Scholar)

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  1. Cam Caldwell, Linda A. Hayes, Patricia Bernal & Ranjan Karri (2008). Ethical Stewardship – Implications for Leadership and Trust. Journal of Business Ethics 78 (1-2):153 - 164.score: 270.0
    Great leaders are ethical stewards who generate high levels of commitment from followers. In this paper, we propose that perceptions about the trustworthiness of leader behaviors enable those leaders to be perceived as ethical stewards. We define ethical stewardship as the honoring of duties owed to employees, stakeholders, and society in the pursuit of long-term wealth creation. Our model of relationship between leadership behaviors, perceptions of trustworthiness, and the nature of ethical stewardship reinforces the importance of ethical governance in dealing (...)
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  2. David Satava, Cam Caldwell & Linda Richards (2006). Ethics and the Auditing Culture: Rethinking the Foundation of Accounting and Auditing. [REVIEW] Journal of Business Ethics 64 (3):271 - 284.score: 270.0
    Although the foundation of financial accounting and auditing has traditionally been based upon a rule-based framework, the concept of a principle-based approach has been periodically advocated since being incorporated into the AICPA Code of Conduct in 1989. Recent high profile events indicate that the accountants and auditors involved have followed rule-based ethical perspectives and have failed to protect investors and stakeholders – resulting in a wave of scandals and charges of unethical conduct. In this paper we describe how the rule-based (...)
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  3. Cam Caldwell, Linda A. Hayes & Do Tien Long (2010). Leadership, Trustworthiness, and Ethical Stewardship. Journal of Business Ethics 96 (4):497 - 512.score: 270.0
    Leaders in today's world face the challenge of earning the trust and commitment of organizational members if they expect to guide their companies to success in a highly competitive global context. In this article, we present empirical results indicating that when leadership behaviors are perceived as trustworthy through the observer's mediating lens, trust increases and leaders are more likely to be viewed as ethical stewards who honor a higher level of duties. This article contributes to the growing body of literature (...)
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  4. Cam Caldwell (2009). Identity, Self-Awareness, and Self-Deception: Ethical Implications for Leaders and Organizations. [REVIEW] Journal of Business Ethics 90 (3):393 - 406.score: 120.0
    The ability of leaders to be perceived as trustworthy and to develop authentic and effective relationships is largely a function of their personal identities and their self-awareness in understanding and making accommodations for their weaknesses. The research about self-deception confirms that we often practice denial regarding our identities without being fully aware of the ethical duties that we owe to ourselves and to others. This article offers insights about the nature of identity and selfawareness, specifically examining how self-deception can create (...)
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  5. Cam Caldwell & Rolf D. Dixon (2010). Love, Forgiveness, and Trust: Critical Values of the Modern Leader. [REVIEW] Journal of Business Ethics 93 (1):91 - 101.score: 120.0
    In a world that has become increasingly dependent upon employee ownership, commitment, and initiative, organizations need leaders who can inspire their␣employees and motivate them individually. Love, forgiveness, and trust are critical values of today’s organization leaders who are committed to maximizing value for organizations while helping organization members to become their best. We explain the importance of love, forgiveness, and trust in the modern organization and identify 10 commonalities of these virtues.
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  6. Cam Caldwell, Sheri J. Bischoff & Ranjan Karri (2002). The Four Umpires: A Paradigm for Ethical Leadership. [REVIEW] Journal of Business Ethics 36 (1-2):153 - 163.score: 120.0
    Theories of leadership have traditionally focused on leadership traits, styles, and situational factors that influence leader behaviors. We propose that The Four Umpires Model described herein, which examines how four leadership types view reality and perception, provides a useful example of an effective steward leader. We use the Five Beliefs Model identified by Edgar Schein and Peter Senge to frame the implicit assumptions underlying the core beliefs and mental models of each of the four umpires. We suggest that the stewardship (...)
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  7. Cam Caldwell, Brian Davis & James A. Devine (2009). Trust, Faith, and Betrayal: Insights From Management for the Wise Believer. [REVIEW] Journal of Business Ethics 84 (1):103 - 114.score: 120.0
    Trust within a secular or organizational context is much like the concept of faith within a religious framework. The purpose of this article is to identify parallels between trust and faith, particularly from the individual perspective of the person who perceives a duty owed to him or her. Betrayal is often a subjectively derived construct based upon each individual's subjective mediating lens. We analyze the nature of trust and betrayal and offer insights that a wise believer might use in understanding (...)
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  8. Cam Caldwell (2010). A ten-Step Model for Academic Integrity: A Positive Approach for Business Schools. [REVIEW] Journal of Business Ethics 92 (1):1 - 13.score: 120.0
    The problem of academic dishonesty in Business Schools has risen to the level of a crisis according to some authors, with the incidence of reports on student cheating rising to more than half of all the business students. In this article we introduce the problem of academic integrity as a holistic issue that requires creating a␣cultural change involving students, faculty, and administrators in an integrated process. Integrating the extensive literature from other scholars, we offer a ten-step model which can create (...)
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  9. Cam Caldwell (2011). Duties Owed to Organizational Citizens – Ethical Insights for Today's Leader. [REVIEW] Journal of Business Ethics 102 (3):343-356.score: 120.0
    Organizational citizenship behavior (OCB) has been widely recognized as a contributor to improving organizational performance and wealth creation. The purpose of this article is to briefly summarize the motives of many employees who exercise OCB and to identify the ethical duties owed by organizational leaders to the highly committed employees with whom they work. After reviewing the nature of OCB and the psychological contracts made with highly committed employees, we then use Hosmer’s framework of ten ethical perspectives to identify how (...)
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  10. Cam Caldwell & Stephen E. Clapham (2003). Organizational Trustworthiness: An International Perspective. [REVIEW] Journal of Business Ethics 47 (4):349 - 364.score: 120.0
    Although trust has been widely recognized as a vital component ofrelationships and a critical element to the success of organizations,the literature describing trust and trustworthiness is known for itsvarying perspectives and its inconsistencies. Trustworthiness has beenidentified as a condition precedent to the development of trust.Building upon the established constructs of interpersonaltrustworthiness, we propose a related model containing the sevenconstructs of Competence, Legal Compliance, Responsibility to Inform,Quality Assurance, Procedural Fairness, Interactional Cour-tesy, andFinancial Balance. Citing evidence from trust-related literature, weidentify the utility (...)
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  11. Cam Caldwell & Lily Jeane (2007). Ethical Leadership and Building Trust—Raising the Bar for Business. Journal of Academic Ethics 5 (1):1-4.score: 120.0
  12. Cam Caldwell & Ranjan Karri (2005). Organizational Governance and Ethical Systems: A Covenantal Approach to Building Trust. [REVIEW] Journal of Business Ethics 58 (1-3):249 - 259.score: 120.0
    . American businesses and corporate executives are faced with a serious problem the loss of public confidence. Public criticism, increased government controls, and growing expectations for improved financial performance and accountability have accompanied this decline in trust. Traditional approaches to corporate governance, typified by agency theory and stakeholder theory, have been expensive to direct and have focused on short-term profits and organizational systems that fail to achieve desired results. We explain why the organizational governance theories are fundamentally, inadequate to build (...)
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  13. Cam Caldwell, Ranjan Karri & Pamela Vollmar (2006). Principal Theory and Principle Theory: Ethical Governance From the Follower's Perspective. [REVIEW] Journal of Business Ethics 66 (2/3):207 - 223.score: 120.0
    Organizational governance has historically focused around the perspective of principals and managers and has traditionally pursued the goal of maximizing owner wealth. This paper suggests that organizational governance can profitably be viewed from the ethical perspective of organizational followers - employees of the organization to whom important ethical duties are also owed. We present two perspectives of organizational governance: Principal Theory that suggests that organizational owners and managers can often be ethically opportunistic and take advantage of employees who serve them (...)
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  14. Cam Caldwell & Mark H. Hansen (2010). Trustworthiness, Governance, and Wealth Creation. Journal of Business Ethics 97 (2):173 - 188.score: 120.0
    Although trustworthiness has been described as a source of competitive advantage, its value extends to organizational governance and wealth creation. We identify the importance of the commitment—compliance continuum in the decision to trust and note that trustworthiness is a subjective perception viewed through each person's mediating lens. That lens and each person's interpretation of the social contract impact one's commitment to cooperate. We suggest five propositions that integrate trustworthiness, governance, and wealth creation.
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  15. Cam Caldwell, Howard White & R. H. Red Owl (2007). The Case for Creating a DBa Program – a Virtue-Based Opportunity for Universities. Journal of Academic Ethics 5 (2-4):179-188.score: 120.0
    Although efforts have been made to increase the opportunities for American-born minorities to obtain doctoral degrees in business, the actual number of business students who are American-born minorities has been extremely low. At the same time more than half of all PhD candidates in business schools are foreign-born. We suggest that business schools owe an ethical duty to provide role models for minority business students, and that this duty can be achieved by initiating Doctor of Business Administration (DBA) programs that (...)
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  16. Cam Caldwell, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Jonathan Post & Gaynor Cheokas (2012). Transformative Leadership: Achieving Unparalleled Excellence. [REVIEW] Journal of Business Ethics 109 (2):175-187.score: 120.0
    The ongoing cynicism about leaders and organizations calls for a new standard of ethical leadership that we have labeled “transformative leadership.” This new leadership model integrates ethically-based features of six other well-regarded leadership perspectives and combines key normative and instrumental elements of each of those six perspectives. Transformative leadership honors the governance obligations of leaders by demonstrating a commitment to the welfare of all stakeholders and by seeking to optimize long-term wealth creation. Citing the scholarly literature about leadership theory, we (...)
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  17. Cam Caldwell, Larry A. Floyd, Ryan Atkins & Russell Holzgrefe (2012). Ethical Duties of Organizational Citizens: Obligations Owed by Highly Committed Employees. [REVIEW] Journal of Business Ethics 110 (3):285-299.score: 120.0
    Individuals who demonstrate organizational citizenship behavior (OCB) contribute to their organization’s ability to create wealth, but they also owe their organizations a complex set of ethical duties. Although, the academic literature has begun to address the ethical duties owed by organizational leaders to organizational citizens, very little has been written about the duties owed by those who practice OCB to their organizations. In this article, we identify an array of ethical duties owed by those who engage in extra-role behavior and (...)
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  18. Cam Caldwell, Ranjan Karri & Thomas Matula (2005). Practicing What We Teach – Ethical Considerations for Business Schools. Journal of Academic Ethics 3 (1):1-25.score: 120.0
    The raging cynicism felt toward businesses and business leaders is a by-product of perceived violations in the social contracts owed to the public. Business schools have a unique opportunity to make a significant impact on present and future business leaders, but ‘practicing what we teach’ is a critical condition precedent. This paper presents frameworks for ethical practices for assessing the social contracts owed by business schools in their role as citizens in the larger community. We identify the ethical implications of (...)
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  19. Cam Caldwell, Stephen E. Clapham & Brian Davis (2007). Rights, Responsibilities, and Respect: A Balanced Citizenship Model for Schools of Business. [REVIEW] Journal of Academic Ethics 5 (1):105-120.score: 120.0
    In a world increasingly described as turbulent and chaotic, management scholars have acknowledged the importance of a virtue-based set of criteria to serve as a moral rubric for the stakeholders that an organization serves. Business schools play a unique role in helping their students to understand the ethical issues facing business. Business schools can also model the way for creating a clear statement of values and principles, by creating a bill of rights for business schools that recognizes the importance of (...)
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  20. Ranjan Karri, Cam Caldwell, Elena P. Antonacopoulou & Daniel C. Naegle (2005). Building Trust in Business Schools Through Ethical Governance. Journal of Academic Ethics 3 (2-4):159-182.score: 120.0
    This paper presents conceptual arguments to suggest that trust within organizations and trustworthiness of organizations are built through ethical governance mechanisms. We ground our analysis of trust, trustworthiness, and stewardship in the business literature and provide the context of business school governance as the focus of our paper. We present a framework that highlights the importance of knowledge, resources, performance focus, transparency, authentic caring, social capital and citizenship expectations in creating a basis for the ethical governance of organizations.
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  21. Patrick S. M. Primeaux, Ranjan Karri & Cam Caldwell (2003). Cultural Insights to Justice: A Theoretical Perspective Through a Subjective Lens. [REVIEW] Journal of Business Ethics 46 (2):187 - 199.score: 120.0
    Distributive, procedural, and interactional justice are constructs that are increasingly being recognized as important factors that affect individual perceptions in the workplace environment. This paper presents a theoretical perspective that suggests that justice is perceived through a subjective lens that consists of individualized beliefs and proposes that cultural attributes and demographic characteristics play an integral part in determining the perception of justice. The distinctions between these three constructs are presented in context with the core beliefs of individual (...)
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  22. Larry A. Floyd, Feng Xu, Ryan Atkins & Cam Caldwell (2013). Ethical Outcomes and Business Ethics: Toward Improving Business Ethics Education. Journal of Business Ethics 117 (4):753-776.score: 120.0
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  23. Cam Caldwell, Rolf D. Dixon, Ryan Atkins & Stefan M. Dowdell (2011). Repentance and Continuous Improvement: Ethical Implications for the Modern Leader. [REVIEW] Journal of Business Ethics 102 (3):473-487.score: 120.0
    Although leadership of organizations rarely is discussed in terms of the religious construct of repentance, we propose that repentance and continuous improvement are closely related ideas that profoundly impact individuals and organizations. We identify six parallels between repentance and continuous improvement and then show how these parallels apply to the fundamental principles associated with highly regarded leadership perspectives. We conclude by identifying five contributions of the article to the management literature.
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  24. Cam Caldwell & Mary-Ellen Boyle (2007). Academia, Aristotle, and the Public Sphere – Stewardship Challenges to Schools of Business. Journal of Academic Ethics 5 (1):5-20.score: 120.0
    In this paper we suggest that the ethical duties of business schools can be understood as representing stewardship in the Aristotelian tradition. In Introduction section we briefly explain the nature of ethical stewardship as a moral guideline for organizations in examining their duties to society. Ethical Stewardship section presents six ethical duties of business schools that are owed to four distinct stakeholders, and includes examples of each of those duties. Utilizing this Framework section identifies how this framework of duties can (...)
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  25. Bruce Caldwell (2009). A Skirmish in the Popper Wars: Hutchison Versus Caldwell on Hayek, Popper, Mises, and Methodology. Journal of Economic Methodology 16 (3):315-324.score: 120.0
    The paper is a reminiscence of T.W. Hutchison by way of a retrospective view of our debate over the relationship between the ideas of Karl Popper, F. A. Hayek, and Ludwig von Mises on methodology. Our dispute was part of a larger debate over the relevance of Popper's thought for economic methodology. Its place within the larger debate is also explored.
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  26. Cam Caldwell, Do X. Truong, Pham T. Link & Anh Tuan (2011). Strategic Human Resource Management as Ethical Stewardship. Journal of Business Ethics 98 (1):171 - 182.score: 120.0
    The research about strategic human resource management (SHRM) has suggested that human resource professionals (HRPs) have the opportunity to play a greater role in contributing to organizational success if they are effective in developing systems and policies aligned with the organization's values, goals, and mission. We suggest that HRPs need to raise the standard of their performance and that the competitive demands of the modern economic environment create implicit ethical duties that HRPs owe to their organizations. We define ethical stewardship (...)
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  27. Cam Caldwell (2004). Examining Corporate Citizenship. Business Ethics Quarterly 14 (4):775-780.score: 120.0
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  28. Cam Caldwell (2005). Leading with Meaning. Business Ethics Quarterly 15 (3):499-505.score: 120.0
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  29. Josh Gullett, Loc Do, Maria Canuto-Carranco, Mark Brister, Shundricka Turner & Cam Caldwell (2009). The Buyer–Supplier Relationship: An Integrative Model of Ethics and Trust. [REVIEW] Journal of Business Ethics 90 (3):329-341.score: 120.0
    The buyer–supplier relationship is the nexus of the economic partnership of many commercial transactions and is founded upon the reciprocal trust of the two parties that participate in this economic exchange. In this article, we identify how six ethical elements play a key role in framing the buyer–supplier relationship, incorporating a model articulated by Hosmer (The ethics of management, McGraw-Hill, New York, 2008). We explain how trust is a behavior, the relinquishing of personal control in the expectant hope that the (...)
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  30. Cam Caldwell (2004). Special Issue: "Business Ethics in a Global Economy". Business Ethics Quarterly 14:775-780.score: 120.0
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  31. Robert L. Caldwell (1965). Malcolm and the Criterion of Sleep. Australasian Journal of Philosophy 43 (December):339-352.score: 90.0
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  32. Philip Cam (2008). The Two Adam Smiths. Think 7 (20):107-112.score: 60.0
    Philip Cam argues that we need to rise above Smith's fixation on self-interest in economic affairs.
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  33. Christine A. Caldwell (2008). Convergent Cultural Evolution May Explain Linguistic Universals. Behavioral and Brain Sciences 31 (5):515-516.score: 60.0
    Christiansen & Chater's (C&C's) argument rests on an assumption that convergent cultural evolution can produce similar (complex) behaviours in isolated populations. In this commentary, I describe how experiments recently carried out by Caldwell and colleagues can contribute to the understanding of such phenomena.
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  34. Peter C. Caldwell (2009). Love, Death, and Revolution in Central Europe: Ludwig Feuerbach, Moses Hess, Louise Dittmar, Richard Wagner. Palgrave Macmillan.score: 60.0
    The philosopher of religion and critic of idealism, Ludwig Feuerbach had a far-reaching impact on German radicalism around the time of the Revolution of 1848. This intellectual history explores how Feuerbach’s critique of religion served as a rallying point for radicals, and how they paradoxically sought to create a new, post-religious form of religiosity as part of the revolutionary aim. At issue for the Feuerbachian radicals was the emergence of a humanity emancipated from the constraints of mere institutions, able to (...)
     
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  35. Philip Cam (1990). Searle on Strong AI. Australasian Journal of Philosophy 68 (1):103-8.score: 30.0
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  36. Philip Cam (1978). "Rorty Revisited", or "Rorty Revised"? Philosophical Studies 33 (May):377-86.score: 30.0
  37. Philip Cam (1988). Modularity, Rationality, and Higher Cognition. Philosophical Studies 53 (March):279-94.score: 30.0
  38. Philip Cam (1990). Insularity and the Persistence of Perceptual Illusion. Analysis 50 (October):231-5.score: 30.0
  39. Anne Caldwell (2002). Transforming Sacrifice: Irigaray and the Politics of Sexual Difference. Hypatia 17 (4):16-39.score: 30.0
    : This essay examines Irigaray's analysis of politics and the political implications of her critique of sacrificial orders that repress difference/matter. I suggest that her descriptions of a fluid "feminine" can be read as an alternative symbolic not dependent on repression. This idea is politically promising in opening a possibility for justice and a nonantagonistic intersubjectivity. I conclude by assessing Irigaray's concrete proposals for sexuate rights and a civil identity for women.
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  40. William Caldwell (1891). Schopenhauer's Criticism of Kant. Mind 16 (63):355-374.score: 30.0
  41. Delilah Caldwell (2009). The Measure of Mind: Propositional Attitudes and Their Attribution. Philosophical Psychology 22 (6):812 – 816.score: 30.0
  42. William Caldwell (1899). The Will to Believe and the Duty to Doubt. International Journal of Ethics 9 (3):373-378.score: 30.0
  43. Bruce J. Caldwell (1984). Some Problems with Falsificationism in Economics. Philosophy of the Social Sciences 14 (4):489-495.score: 30.0
  44. Philip Cam (1985). Phenomenology and Speech Dispositions. Philosophical Studies 47 (May):357-68.score: 30.0
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  45. Philip Cam (1984). Dennett on Intelligent Storage. Philosophy and Phenomenological Research 45 (December):247-62.score: 30.0
  46. Dennis Moberg & David F. Caldwell (2007). An Exploratory Investigation of the Effect of Ethical Culture in Activating Moral Imagination. Journal of Business Ethics 73 (2):193 - 204.score: 30.0
    Moral imagination is a process that involves a thorough consideration of the ethical elements of a decision. We sought to explore what might distinguish moral imagination from other ethical approaches within a complex business simulation. Using a three-component model of moral imagination, we sought to discover whether organization cultures with a salient ethics theme activate moral imagination. Finding an effect, we sought an answer to whether some individuals were more prone to being influenced in this way by ethical cultures. We (...)
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  47. Philip Cam (1987). Propositions About Images. Philosophy and Phenomenological Research 48 (December):335-8.score: 30.0
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  48. Elizabeth Caldwell (2010). A Purely Spoken Monologue: The Poem and Heidegger's Way to Language. Journal of Speculative Philosophy 23 (4):pp. 267-284.score: 30.0
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  49. Dorigen Caldwell (2000). The Paragone Between Word and Image in Impresa Literature. Journal of the Warburg and Courtauld Institutes 63:277-286.score: 30.0
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  50. Philip Cam (1984). Consciousness and Content-Formation. Inquiry 27 (December):381-98.score: 30.0
    How can materialists begin to do justice to the experiencing subject? Some materialists, whom I call ?structuralists?, believe that the brain sciences offer at least the distant prospect of a materialist psychology with an experiencing subject. Others, and notably those materialists who are functionalists, believe that this faith is misplaced, and offer us instead a functional psychology. I argue, briefly, that functionalism cannot deliver the goods, and go on to elaborate and defend the structuralist claim that consciousness or experience is (...)
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