Results for 'Adjectival Strategy'

996 found
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  1. Reference to Numbers in Natural Language.Friederike Moltmann - 2013 - Philosophical Studies 162 (3):499 - 536.
    A common view is that natural language treats numbers as abstract objects, with expressions like the number of planets, eight, as well as the number eight acting as referential terms referring to numbers. In this paper I will argue that this view about reference to numbers in natural language is fundamentally mistaken. A more thorough look at natural language reveals a very different view of the ontological status of natural numbers. On this view, numbers are not primarily treated abstract objects, (...)
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  2. Number Words as Number Names.Friederike Moltmann - 2017 - Linguistics and Philosophy 40 (4):331-345.
    This paper criticizes the view that number words in argument position retain the meaning they have on an adjectival or determiner use, as argued by Hofweber :179–225, 2005) and Moltmann :499–534, 2013a, 2013b). In particular the paper re-evaluates syntactic evidence from German given in Moltmann to that effect.
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  3.  10
    Reinterpreting Section 56 of Frege's The Foundations of Arithmetic.K. Brad Wray - 1995 - Auslegung 20 (2):76-82.
    I defend an alternative reading of §56 of Frege's Grundlagen, one that rescues Frege from Dummett's charge that this section is the weakest in the whole book. On my reading, Frege is not presenting arguments against the adjectival strategy. Rather, Frege presents the definitions in §55 in order to convince his reader that numbers must be objects. In §56 Frege suggests that these definitions contain two shortcomings that adequate definitions of numbers must overcome. And these short-comings, he argues, (...)
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  4. Strategy-Proof Judgment Aggregation.Christian List & Franz Dietrich - 2007 - Economics and Philosophy 23 (3):269-300.
    Which rules for aggregating judgments on logically connected propositions are manipulable and which not? In this paper, we introduce a preference-free concept of non-manipulability and contrast it with a preference-theoretic concept of strategy-proofness. We characterize all non-manipulable and all strategy-proof judgment aggregation rules and prove an impossibility theorem similar to the Gibbard--Satterthwaite theorem. We also discuss weaker forms of non-manipulability and strategy-proofness. Comparing two frequently discussed aggregation rules, we show that “conclusion-based voting” is less vulnerable to manipulation (...)
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  5. Mind-Body Meets Metaethics: A Moral Concept Strategy.Helen Yetter-Chappell & Richard Yetter Chappell - 2013 - Philosophical Studies 165 (3):865-878.
    The aim of this paper is to assess the relationship between anti-physicalist arguments in the philosophy of mind and anti-naturalist arguments in metaethics, and to show how the literature on the mind-body problem can inform metaethics. Among the questions we will consider are: (1) whether a moral parallel of the knowledge argument can be constructed to create trouble for naturalists, (2) the relationship between such a "Moral Knowledge Argument" and the familiar Open Question Argument, and (3) how naturalists can respond (...)
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  6. CSR Practices and Corporate Strategy: Evidence From a Longitudinal Case Study.Lucio Lamberti & Emanuele Lettieri - 2009 - Journal of Business Ethics 87 (2):153-168.
    This paper aims to contribute to the present debate about business ethics and Corporate Social Responsibility (CSR) that the Journal of Business Ethics is hosting. Numerous contributions argued theoretical frameworks and taxonomies of CSR practices. The authors want to ground in this knowledge and provide further evidence about how companies adopt CSR practices to address stakeholders’ claims and consolidate their trust. Evidence was provided by a longitudinal case study about an Italian food company that is one of the largest producers (...)
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  7.  95
    When Suits Meet Roots: The Antecedents and Consequences of Community Engagement Strategy[REVIEW]Frances Bowen, Aloysius Newenham-Kahindi & Irene Herremans - 2010 - Journal of Business Ethics 95 (2):297 - 318.
    Understanding firms' interfaces with the community has become a familiar strategic concern for both firms and non-profit organizations. However, it is still not clear when different community engagement strategies are appropriate or how such strategies might benefit the firm and community. In this review, we examine when, how and why firms benefit from community engagement strategies through a systematic review of over 200 academic and practitioner knowledge sources on the antecedents and consequences of community engagement strategy. We analytically describe (...)
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  8.  36
    Reconciling Corporate Citizenship and Competitive Strategy: Insights From Economic Theory.Sylvia Maxfield - 2008 - Journal of Business Ethics 80 (2):367-377.
    Neoclassical and Austrian/evolutionary economic paradigms have different implications for integrating corporate social responsibility (corporate citizenship) and competitive strategy. porter's "Five Forces" model implicitly rests on neoclassical theory of the firm and is not easily reconciled with corporate social responsibility. Resource-based models of competitive strategy do not explicitly embrace a particular economic paradigm, but to the extent their conceptualization rests on neoclassical assumptions such as imperfect factor markets and profits as rents, these models also imply a trade-off between competitive (...)
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  9.  42
    The Revenge of Ecological Rationality: Strategy-Selection by Meta-Induction Within Changing Environments.Gerhard Schurz & Paul D. Thorn - 2016 - Minds and Machines 26 (1-2):31-59.
    According to the paradigm of adaptive rationality, successful inference and prediction methods tend to be local and frugal. As a complement to work within this paradigm, we investigate the problem of selecting an optimal combination of prediction methods from a given toolbox of such local methods, in the context of changing environments. These selection methods are called meta-inductive strategies, if they are based on the success-records of the toolbox-methods. No absolutely optimal MI strategy exists—a fact that we call the (...)
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  10.  30
    The Interactive Effect of Internal and External Factors on a Proactive Environmental Strategy and its Influence on a Firm's Performance.Bulent Menguc, Seigyoung Auh & Lucie Ozanne - 2010 - Journal of Business Ethics 94 (2):279 - 298.
    While the literature on the effective management of business and natural environment interfaces is rich and growing, there are still two questions regarding which the literature has yet to reach a definitive conclusion: (1) what is the interactive effect between internal and external drivers on a proactive environmental strategy (PES)? and (2) does a PES influence firm's performance? Drawing on the resource-based view for the internal drivers' perspective and institutional and legitimacy theories for the external drivers' perspective, this study (...)
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  11. Antecedents of Corporate Scandals: CEOs' Personal Traits, Stakeholders' Cohesion, Managerial Fraud, and Imbalanced Corporate Strategy[REVIEW]Fabio Zona, Mario Minoja & Vittorio Coda - 2013 - Journal of Business Ethics 113 (2):265-283.
    This study examines the antecedents of corporate scandals. Corporate scandals are defined as rare events occurring at the apex of corporate fame when managerial fraud suddenly emerges in conjunction with a significant gap between perceived corporate success and actual economic conditions. Previous studies on managerial fraud have examined the antecedents of illegal acts in isolation from strategic decisions and in terms of CEOs’ individual responses to the external context. This study frames the antecedents of corporate scandals in terms of the (...)
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  12.  72
    The Application of Stakeholder Theory to Relationship Marketing Strategy Development in a Non-Profit Organization.Simon Knox & Colin Gruar - 2007 - Journal of Business Ethics 75 (2):115-135.
    Non-profit (NP) organizations present complex challenges in managing stakeholder relationships, particularly during times of environmental change. This places a premium on knowing which stakeholders really matter if an effective relationship marketing strategy is to be developed. This article presents the successful application of a model, which combines Mitchell’s theory of stakeholder saliency and Coviello’s framework of contemporary marketing practices in a leading NP organization in the U.K. A cooperative enquiry approach is used to explore stakeholder relationships, dominant marketing practices, (...)
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  13.  42
    Integrating Ethics and Strategy: A Pragmatic Approach.Alan E. Singer - 2010 - Journal of Business Ethics 92 (4):479-491.
    An organizing framework is set out for the diverse literature on business ethics in relation to strategic management. It consists of sets of bi-polar components, spanning themes and topical themes, with a derived typology of contributions. Then, in the spirit of classical pragmatism, the organizing framework is re-cast as an integrative conceptual model of the strategy–ethics relationship. The approach recognizes that both pragmatism and dialectics can underpin progress towards integration, encompassing both normative and empirical aspects.
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  14.  47
    Corporate Social Performance as a Business Strategy.Nikolay A. Dentchev - 2004 - Journal of Business Ethics 55 (4):395-410.
    Having the ambition to contribute to the practical value of the theory on corporate social performance (CSP), this paper approaches the question whether CSP can contribute to the competitive advantage of firms. We adopted an explorative case-study methodology to explore the variety of positive and negative effects of CSP on the competitiveness of organizations. As this study aimed at identifying as great variety of these effects as possible, we selected a diversified group of respondents. Data was thus collected through embedded (...)
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  15. STABLE ADAPTIVE STRATEGY of HOMO SAPIENS and EVOLUTIONARY RISK of HIGH TECH. Transdisciplinary Essay.Valentin Cheshko, Valery Glazko, Gleb Yu Kosovsky & Anna S. Peredyadenko (eds.) - 2015 - new publ.tech..
    The co-evolutionary concept of Three-modal stable evolutionary strategy of Homo sapiens is developed. The concept based on the principle of evolutionary complementarity of anthropogenesis: value of evolutionary risk and evolutionary path of human evolution are defined by descriptive (evolutionary efficiency) and creative-teleological (evolutionary correctly) parameters simultaneously, that cannot be instrumental reduced to others ones. Resulting volume of both parameters define the trends of biological, social, cultural and techno-rationalistic human evolution by two gear mechanism ˗ gene-cultural co-evolution and techno- humanitarian (...)
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  16.  39
    The Role of Strategic Conversations with Stakeholders in the Formation of Corporate Social Responsibility Strategy.Morgan P. Miles, Linda S. Munilla & Jenny Darroch - 2006 - Journal of Business Ethics 69 (2):195-205.
    This paper explores the role of strategic conversations in corporate social responsibility (CSR) strategy formation. The authors suggest that explicitly engaging stakeholders in the CSR strategy-making process, through the mechanism of strategic conversations, will minimize future stakeholder concerns and enhance CSR strategy making. In addition, suggestions for future research are offered to enable a better understanding of effective strategic conversation processes in CSR strategy making and the resulting performance outcomes.
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  17.  93
    Is It Ethical to Use Ethics as Strategy?Bryan W. Husted & David B. Allen - 2000 - Journal of Business Ethics 27 (1-2):21 - 31.
    Increasingly research in the field of business and society suggests that ethics and corporate social responsibility can be profitable. Yet this work raises a troubling question: Is it ethical to use ethics and social responsibility in a strategic way? Is it possible to be ethical or socially responsible for the wrong reason? In this article, we define a strategy concept in order to situate the different approaches to the strategic use of ethics and social responsibility found in the current (...)
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  18. The Phenomenal Concept Strategy and a Master Argument.Napoleon Mabaquiao Jr - 2015 - Kemanusiaan 22 (1):53-74.
    The phenomenal concept strategy (PCS) is widely regarded as the most promising physicalist defence against the so-called epistemic arguments—the anti-physicalist arguments that establish an ontological gap between physical and phenomenal facts on the basis of the occurrence of epistemic gaps in our descriptions of these facts. The PCS tries to undercut the force of the epistemic arguments by attributing the occurrence of the epistemic gaps to the special character of phenomenal concepts—the concepts by means of which we think about (...)
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  19.  21
    Strategy Making and the Search for Authenticity.Jeanne Liedtka - 2008 - Journal of Business Ethics 80 (2):237-248.
    Recent work in the business ethics field has called attention to the promise inherent in the concept of authenticity for enriching the ways we think about core issues at the intersection of management ethics and practice, like moral character, ethical choices, leadership, and corporate social responsibility [Driver, 2006; Jackson, 2005; Ladkin, 2006]. In this paper, I aim to extend these contributions by focusing on authenticity in relation to a set of organizational processes related to strategy making; most specifically an (...)
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  20.  49
    Stakeholder Management Theory, Firm Strategy, and Ambidexterity.Mario Minoja - 2012 - Journal of Business Ethics 109 (1):67-82.
    Stakeholder theory scholars have recently addressed two crucial calls: the first is for the integration of strategy and ethics, of stakeholder theory and strategic management, and the second call is for the development of a dynamic approach to stakeholder management. I have attempted to answer these calls by developing a theoretical framework that links together stakeholder management, stakeholder commitment to cooperate with the firm, key decision makers’ ethical commitment, and firm strategy. Starting from the basic assumption that managers (...)
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  21. Corporate Social Strategy in Multinational Enterprises: Antecedents and Value Creation.Bryan W. Husted & David B. Allen - 2007 - Journal of Business Ethics 74 (4):345-361.
    In this article, we examine the relationship of the multinational firm’s market environment, stakeholders, resources, and values to the development of strategic social planning and strategic social positioning. Using a sample of multinational enterprises in Mexico, we examine the relationship of these different ways of conducting social strategy to the creation of value by the firm. The market conditions of munificence and dynamism, and the resource for continuous innovation are found to be related to strategic social positioning. The social (...)
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  22.  32
    Children's Strategy Use When Playing Strategic Games.Maartje E. J. Raijmakers, Dorothy J. Mandell, Sara E. Es & Marian Counihan - 2012 - Synthese (3):1-16.
    Strategic games require reasoning about other people’s and one’s own beliefs or intentions. Although they have clear commonalities with psychological tests of theory of mind, they are not clearly related to theory of mind tests for children between 9 and 10 years of age “Flobbe et al. J Logic Language Inform 17(4):417–442 (2008)”. We studied children’s (5–12 years of age) individual differences in how they played a strategic game by analyzing the strategies that they applied in a zero, first, and (...)
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  23. EVOLUTIONARY RISK OF HIGH HUME TECHNOLOGIES. Article 1. STABLE ADAPTIVE STRATEGY OF HOMO SAPIENS.V. T. Cheshko, L. V. Ivanitskaya & V. I. Glazko - 2014 - Integrative Anthropology (2):4-14.
    Stable adaptive strategy of Homo sapiens (SASH) is a result of the integration in the three-module fractal adaptations based on three independent processes of generation, replication, and the implementation of adaptations — genetic, socio-cultural and symbolic ones. The evolutionary landscape SASH is a topos of several evolutionary multi-dimensional vectors: 1) extraversional projective-activity behavioral intention (adaptive inversion 1), 2) mimesis (socio-cultural inheritance), 3) social (Machiavellian) intelligence, 4) the extension of inter-individual communication beyond their own social groups and their own species (...)
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  24.  61
    Environmental Management Accounting: A Case Study Research on Innovative Strategy.Maria J. Masanet-Llodra - 2006 - Journal of Business Ethics 68 (4):393-408.
    The aim of this paper is to conduct an in-depth study on environmental management systems developed in the ceramic tiles sector. This study is conceived as an improvement on a previous survey related to an environmental diagnosis of the ceramic tiles sector where some incongruities between environmental explicit speeches and environmental actions were detected. Such incongruities revealed that firms assumed to be highly environmental committed while from facts this commitment was not so high proved. So, it was necessary to introduce (...)
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  25.  49
    Corporate Social Strategy: Competing Views From Two Theories of the Firm.Frances Bowen - 2007 - Journal of Business Ethics 75 (1):97-113.
    This paper compares two theories of the firm used to interpret firms’ corporate social strategies in order to derive new insights and questions in this research area. Researchers from many branches of strategic management agree that firms can strategically allocate resources in order to achieve both long-term social objectives and competitive advantage. However, despite some progress in investigating corporate social strategy, studies rely on fundamentally diverging theoretical approaches. This paper will identify, compare and begin to integrate two competing theories (...)
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  26. Configuration of Stable Evolutionary Strategy of Homo Sapiens and Evolutionary Risks of Technological Civilization (the Conceptual Model Essay).Valentin T. Cheshko, Lida V. Ivanitskaya & Yulia V. Kosova - 2014 - Biogeosystem Technique 1 (1):58-68.
    Stable evolutionary strategy of Homo sapiens (SESH) is built in accordance with the modular and hierarchical principle and consists of the same type of self-replicating elements, i.e. is a system of systems. On the top level of the organization of SESH is the superposition of genetic, social, cultural and techno-rationalistic complexes. The components of this triad differ in the mechanism of cycles of generation - replication - transmission - fixing/elimination of adoptively relevant information. This mechanism is implemented either in (...)
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  27. Stable adaptive strategy of Homo sapiens. Biopolitical alternatives. God problem. (in Russian).Valentin Cheshko (ed.) - 2012 - publ.house "INGEK".
    Mechanisms to ensure the integrity of the system stable evolutionary strategy Homo sapiens – genetic and cultural coevolution techno-cultural balance – are analyzed. оe main content of the study can be summarized in the following the- ses: stable adaptive strategy of Homo sapiens includes superposition of three basic types (biological, cultural and technological) of adaptations, the integrity of the system provides by two coevolutionary ligament its elements – the genetic-cultural coevolution and techno-cultural balance, the system takes as result (...)
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  28. Corruption, Corporate Character-Formation and "Value-Strategy".Aleksandar Fatic - 2013 - Filozofija I Društvo 24 (1):60-80.
    While most discussions of corruption focus on administration, institutions, the law and public policy, little attention in the debate about societal reform is paid to the “internalities” of anti-corruption efforts, specifically to character-formation and issues of personal and corporate integrity. While the word “integrity” is frequently mentioned as the goal to be achieved through institutional reforms, even in criminal prosecutions, the specifically philosophical aspects of character-formation and the development of corporate and individual virtues in a rational and systematic way tend (...)
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  29.  95
    The Prolegomens to Theory of Human Stable Evolutionarciety at Age of Controlled Evolution Techny Strategy as Ideology of Risk Soologies.V. T. Cheshko - 2016 - In Teodor N. Țîrdea (ed.), // Strategia supravietuirii din perspectiva bioeticii, filosofiei și medicinei. Culegere de articole științifice. Vol. 22–. pp. 134-139.
    Stable adaptive strategy of Homo sapiens (SESH) is a superposition of three different adaptive data arrays: biological, socio-cultural and technological modules, based on three independent processes of generation and replication of an adaptive information – genetic, socio-cultural and symbolic transmissions (inheritance). Third component SESH focused equally to the adaptive transformation of the environment and carrier of SESH. With the advent of High Hume technology, risk has reached the existential significance level. The existential level of technical risk is, by definition, (...)
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  30.  47
    Where Strategy and Ethics Converge: Pharmaceutical Industry Pricing Policy for Medicare Part D Beneficiaries.Edward R. Balotsky - 2009 - Journal of Business Ethics 84 (S1):75 - 88.
    On January 1, 2006, Medicare Part D prescription drug coverage was initiated. Concern was immediately voiced by the American Association of Retired Persons (AARP) and Families USA that, in response to this program, the pharmaceutical industry may raise prices for drugs most often used by the elderly. This article examines the ethical implications of a revenue-maximizing pricing strategy in an industry in which third party financing mitigates an end product's true cost to the user. The perspectives of three stakeholder (...)
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  31.  18
    Assortative Pairing and Life History Strategy.Aurelio José Figueredo & Pedro S. A. Wolf - 2009 - Human Nature 20 (3):317-330.
    A secondary analysis was performed on preliminary data from an ongoing cross-cultural study on assortative pairing. Independently sampled pairs of opposite-sex romantic partners and of same-sex friends rated themselves and each other on Life History (LH) strategy and mate value. Data were collected in local bars, clubs, coffeehouses, and other public places from three different cultures: Tucson, Arizona; Hermosillo, Sonora; and San José, Costa Rica. The present analysis found that slow LH individuals assortatively pair with both sexual and social (...)
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  32.  15
    Is the National Numeracy Strategy Research-Based?Margaret Brown, Mike Askew, Dave Baker, Hazel Denvir & Alison Millett - 1998 - British Journal of Educational Studies 46 (4):362-385.
    The British Government has recently agreed proposals for a National Numeracy Strategy which claims to be based on evidence concerning 'what works'. This article reviews the literature in each key area in which recommendations are made, and makes a judgement of whether the claim is justified. In some areas (e.g. calculators) the recommendations run counter to the evidence.
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  33.  74
    On Asymptotic Strategy-Proofness of Classical Social Choice Rules.Arkadii Slinko - 2002 - Theory and Decision 52 (4):389-398.
    We show that, when the number of participating agents n tends to infinity, all classical social choice rules are asymptotically strategy -proof with the proportion of manipulable profiles being of order O.
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  34.  5
    Translation in Serbian Media Discourse: The Discursive Strategy of Argumentation as an Adaptation Technique.Jasmina P. Đorđević - forthcoming - Perspectives:1-15.
    Global news agencies provide local news organizations with ready-made news that is often adapted for the target audience rather than translated. The aim of the present study is to explore whether news adaptation by the Serbian media is motivated by the need to abide by the political affiliation of the government in order to ensure survival. The study compares headlines and leads from 357 news articles published by Reuters and their respective translations in online newspapers in Serbian, focusing on the (...)
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  35.  24
    Public Versus Private Sector Procurement Ethics and Strategy: What Each Sector Can Learn From the Other. [REVIEW]Timothy G. Hawkins, Michael J. Gravier & Edward H. Powley - 2011 - Journal of Business Ethics 103 (4):567-586.
    The government purchasing market constitutes the largest business sector in the world. While marketers would benefit from a deep understanding of both sectors, how the two sectors differ in terms of ethics and strategy largely remains unknown. The purpose of this research, therefore, is to explore differences between the for-profit and not-for-profit sectors on two critical aspects of business-to-business procurement: ethics and strategy. Using survey data from a sample of 328 procurement professionals in the for-profit and not-for-profit sectors, (...)
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  36.  21
    Exploring the Interface Between Strategy-Making and Responsible Leadership.Rachel Maritz, Marius Pretorius & Kato Plant - 2011 - Journal of Business Ethics 98 (S1):101-113.
    This article explores strategy-making modes within organisations. The implications of certain strategy-making modes for the responsible leader as an architect or change agent are highlighted. The study on which this article is based, showed that the use of emergent strategy-making is as prevalent as the use of deliberate strategy-making. This article reports on the thinking of organisational leaders, managers and non-managers regarding strategy-making processes and records empirical findings from mixed method research. It was found that (...)
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  37.  12
    Warranting Practices: Teachers Embedding the National Numeracy Strategy.Olwen McNamara & Brian Corbin - 2001 - British Journal of Educational Studies 49 (3):260 - 284.
    This paper explores the notion of the 'evidence-based practitioner' is relation to the National Numeracy Strategy (NNS). The exploration is dealt with in the context of a pilot study of the implementation of the NNS one year before its national launch in September 1999. We begin by describing some of the milestones encountered in the relatively short life history of evidence-based practice (EBP) and exploring some of its various articulations. Challenging the appropriateness of current externally derived formulations of 'evidence' (...)
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  38.  50
    Strategy-Proofness, Tops-Only, and the Uniform Rule.Toyotaka Sakai & Takuma Wakayama - 2012 - Theory and Decision 72 (3):287-301.
    In the division problem with single-peaked preferences, an allocation rule is strategy-proof for same tops if no one can gain by reporting a false preference relation having the true peak. This new condition is so weak that it is implied by strategy-proofness and tops-only. We show that the uniform rule is the only rule satisfying this mild property under efficiency and envy-freeness. We then analyze how largely the preference domain can be extended with admitting a rule satisfying the (...)
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  39.  54
    (Mis)Understanding Strategy as a 'Spectacular Intervention': A Phenomenological Reflection on the Strategy Orientations Underpinning School Improvement in England.Agnieszka Bates - 2014 - Studies in Philosophy and Education 33 (4):353-367.
    The introduction of the ‘National Strategies’ for primary education in 1998, positioned ‘strategy’ as a powerful instrument for mobilising the school ‘workforce’ in England in the cause of continuous improvement. Government approaches to strategy formulation and enactment appear to reflect an instrumentalist orientation found in many mainstream strategic management publications. This paper reflects on how the strategic pursuit of quick, ‘spectacular’ gains may lead to the loss of ethics of care. Phenomenological insights into modes of being-in-the-world are drawn (...)
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  40.  8
    A Conceptual Framework of Strategy Cascading in the Mission-Based Organizations: A State-of-the-Art Review and Practical Template.Mohammad Safari & Mahdi Zamani Mazdeh - 2018 - International Letters of Social and Humanistic Sciences 83:1-10.
    Publication date: 27 August 2018 Source: Author: Mohammad Safari, Mahdi Zamani Mazdeh What matters in strategic management for the organization and can move the organization forward, is translating the strategies developed in the strategic planning phase into the operational program in the implementation phase. In other words, cascading the strategic plan into a form of an operational program is a key to organizational success. Strategic success will be achieved if the right strategies are cascaded in the organization rightly. The purpose (...)
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  41.  37
    Rape as 'Torture'? Catharine MacKinnon and Questions of Feminist Strategy.Clare McGlynn - 2008 - Feminist Legal Studies 16 (1):71-85.
    How can we eradicate violence against women? How, at least, can we reduce its prevalence? One possibility offered by Catharine MacKinnon is to harness international human rights norms, especially prohibitions on torture, and apply them to sexual violence with greater rigour and commitment than has hitherto been the case. This article focuses particularly on the argument that all rapes constitute torture in which states are actively complicit. It questions whether a feminist strategy to reconceptualise rape as torture should be (...)
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  42.  31
    Characterizing Referenda with Quorums Via Strategy-Proofness.Marc Pauly - 2013 - Theory and Decision 75 (4):581-597.
    The paper works with a formal model of referenda, where a finite number of voters can choose between two options and abstention. A referendum will be invalid if too many voters abstain, otherwise the referendum will return one of the two options. We consider quorum rules where an option is chosen if it is preferred by the majority of voters and if at least a certain number of voters (the quorum) votes for the alternative. The paper characterizes these rules as (...)
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  43.  21
    A Novel Network Framework Using Similar-to-Different Learning Strategy.Bhanu Prakash Battula & R. Satya Prasad - 2015 - AI and Society 30 (1):129-138.
    Most of the existing classification techniques concentrate on learning the datasets as a single similar unit, in spite of so many differentiating attributes and complexities involved. However, traditional classification techniques are required to analyze the datasets prior to learning, and if not doing so, they loss their performance in terms of accuracy and AUC. To this end, many of the machine learning problems can be very easily solved just by carefully observing human learning and training nature and then mimicking the (...)
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  44. The Problem of Estimation of Evolutionary Risk of High Tech in the Concept of Stable Adaptive Strategy of Homo Sapiens.Valentin Cheshko, Valery Glazko & Yulia Kosova - 2013 - In Teodor N. Țîrdea (ed.), Strategia supravie uirii din perspectiva bioeticii, filosofiei și medicinei. Culegere de articole științifice. Vol. 3. Print-Caro. pp. 157-161.
    the problem of estimation of High Hume (NBIC) technogenic evolutionary risks is analysed as part of concept of 3-components evolutionary strategy of Homo sapiens.
     
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  45.  77
    Morality and Strategy in Stakeholder Identification.John Kaler - 2002 - Journal of Business Ethics 39 (1-2):91 - 99.
    Definitions of what it is to be a stakeholder are divided into "claimant" definitions requiring some sort of claim on the services of a business, "influencer" definitions requiring only a capacity to influence the workings of the business, and "combinatory" definitions allowing for either or both of these requirements. It is argued that for the purposes of business ethics, stakeholding has to be about improving the moral conduct of businesses by directing them at serving more than just the interests of (...)
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  46.  40
    Corporate Political Strategy: An Examination of the Relation Between Political Expenditures, Environmental Performance, and Environmental Disclosure.Charles H. Cho, Dennis M. Patten & Robin W. Roberts - 2006 - Journal of Business Ethics 67 (2):139-154.
    Two fundamental business ethics issues that repeatedly surface in the academic literature relate to business's role in the development of public policy [Suarez, S. L.: 2000, Does Business Learn? (The University of Michigan Press, Ann Arbor, MI); Roberts, R. W. and D. D. Bobek: 2004, Accounting, Organizations and Society 29(5-6), 565-590] and its role in responsibly managing the natural environment [Newton, L.: 2005, Business Ethics and the Natural Environment (Blackwell Publishing, Oxford)]. When studied together, researchers often examine if, and how, (...)
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  47. Fair Trade Managerial Practices: Strategy, Organisation and Engagement.Valéry Bezençon & Sam Blili - 2009 - Journal of Business Ethics 90 (1):95-113.
    The number of distributors selling Fair Trade products is constantly increasing. What are their motivations to distribute Fair Trade products? How do they organise this distribution? Do they apply and communicate the Fair Trade values? This research, based on five case studies in Switzerland, aims at understanding and structuring the strategies and the managerial practices related to Fair Trade product distribution, as well as analysing if they denote an engagement with Fair Trade principles. The results show a high heterogeneity of (...)
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  48.  18
    Collaborative Strategic Management: Strategy Formulation and Implementation by Multi—Organizational Cross—Sector Social Partnerships.Amelia Clarke & Mark Fuller - 2010 - Journal of Business Ethics 94 (S1):85-101.
    The focus of this article is on multi-organizational cross-sector social partnerships (CSSP), an increasingly common means of addressing complex social and ecological problems that are too extensive to be solved by any one organization. While there is a growing body of literature on CSSP, there is little focus on collaborative strategic management, especially where implementation and outcomes are concerned. This study addresses these gaps by offering a conceptual model of collaborative strategic management, which is then tested through the use of (...)
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  49.  26
    Sustainability, Epistemology, Ecocentric Business, and Marketing Strategy: Ideology, Reality, and Vision. [REVIEW]Helen Borland & Adam Lindgreen - 2013 - Journal of Business Ethics 117 (1):173-187.
    This conceptual article examines the relationship between marketing and sustainability through the dual lenses of anthropocentric and ecocentric epistemology. Using the current anthropocentric epistemology and its associated dominant social paradigm, corporate ecological sustainability in commercial practice and business school research and teaching is difficult to achieve. However, adopting an ecocentric epistemology enables the development of an alternative business and marketing approach that places equal importance on nature, the planet, and ecological sustainability as the source of human and other species’ well-being, (...)
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  50. Ethics as a Risk Management Strategy: The Australian Experience. [REVIEW]Ronald Francis & Anona Armstrong - 2003 - Journal of Business Ethics 45 (4):375 - 385.
    This article addresses the connection of ethics to risk management, and argues that there are compelling reasons to consider good ethical practice to be an essential part of such risk management. That connection has significant commercial outcomes, which include identifying potential problems, preventing fraud, the preservation of corporate reputation, and the mitigation of court penalties should any transgression arise. Information about the legal position, examples of cases, and arguments about the potential benefits of ethics are canvassed. The orientation of this (...)
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