This study provides a ‘pyramid of hate’ perspective on issues and challenges facing minority religious communities in social and political climates that bestow permission to hate. Previous research shows that adverse social stereotypes and biases, together with non-inclusive policies and practices at the level of the state, create an enabling environment that signals the legitimacy of public hostility towards a minority community. This paper argues that such climates of hate within and outside the workplace may be better understood by (...) paying attention to the multiple levels of hate, i.e., biased attitudes, biased actions, discrimination and violence. In its extreme form, such climate may lead to indiscriminate massacres and genocide. This contextual study draws on interviews with 76 Shia Muslim professionals and employees in Pakistan to provide a ‘pyramid of hate’ perspective on issues of bias, discrimination and violence facing them. The study unveils a range of experiences, from subtle bias and stereotyping to blatant harassment, discrimination and hostilities facing Shia professionals and employees in Pakistan. The study is unique as it integrates the notion of pyramid of hate into management and organization studies and advances this theory by examining issues of sect-based bias, discrimination and violence within one religion. (shrink)

In this paper we relate the board's attributes to the firm's opacity as measured by the adverse selection component of the bid-ask spread. We find that larger boards and outside directors are associated with reduced opacity, especially in freestanding firms. However, directors' excess control is associated with a significant increase in firm's opacity. We also find that the presence of family pyramidal holding defuses any potential monitoring benefits of board attributes. Our findings suggest that the firm's ultimate ownership structure is (...) not neutral in determining the monitoring effectiveness of the board of directors. This might help explain existing mixed evidence on the monitoring role of the board of directors. (shrink)

The electric activities of cortical pyramidal neurons are supported by structurally stable, morphologically complex axo-dendritic trees. Anatomical differences between axons and dendrites in regard to their length or caliber reflect the underlying functional specializations, for input or output of neural information, respectively. For a proper assessment of the computational capacity of pyramidal neurons, we have analyzed an extensive dataset of three-dimensional digital reconstructions from the NeuroMorphoOrg database, and quantified basic dendritic or axonal morphometric measures in different regions and layers of (...) the mouse, rat or human cerebral cortex. Physical estimates of the total number and type of ions involved in neuronal electric spiking based on the obtained morphometric data, combined with energetics of neurotransmitter release and signaling fueled by glucose consumed by the active brain, support highly efficient cerebral computation performed at the thermodynamically allowed Landauer limit for implementation of irreversible logical operations. Individual proton tunneling events in voltage-sensing S4 protein alpha-helices of Na+, K+ or Ca2+ ion channels are ideally suited to serve as single Landauer elementary logical operations that are then amplified by selective ionic currents traversing the open channel pores. This miniaturization of computational gating allows the execution of over 1.2 zetta logical operations per second in the human cerebral cortex without combusting the brain by the released heat. (shrink)

Carroll shaped the corporate social responsibility discourse into a four-dimensional pyramid framework, which was later adapted to corporate citizenship and sustainability approaches. The four layers of the pyramid—structured from foundation to apex as economic, legal, ethical, and philanthropic responsibilities—drew considerable managerial attention. An important criticism of the economic foundation of the Carroll pyramid concerns the identification and ordering of the four dimensions, which are inadequately justified theoretically. The authors of this article propose an alternative approach that builds (...) on the public value concept, which integrates a microfoundation of psychological research into basic human needs. Drawing on their Swiss Dialogue process, the authors argue that a four-dimensional pyramid does have heuristic value for managers. The advantage of this alternative pyramid logic is that it may be contingently adapted to different cultural contexts, because it allows adaptive internal reordering. (shrink)

Bottom of the Pyramid organizations are the ones that develop a set of capabilities that contribute to create short- and long-term sustainability values inside and outside the boundaries of BoP ecosystems. Capabilities have an important role in BoP organizations’ strategies that aim to solve BoP issues. Notwithstanding its developments, BoP research still lacks theoretical contributions for the analysis of organizations. We suggest special attention to the need of advancing knowledge on capabilities of BoP organizations because this field is scattered (...) and fragmented, misinterpreted, and still underdeveloped in the literature. We oriented our research formulating and seeking answers to our main question on what are the capabilities needed to enable organizations to create sustainability values in BoP ecosystems? We conducted an integrative review of BoP research for the period from 1998 to 2019, and we found 22 key capabilities of BoP organizations. We organized the capabilities into four major categories including BoP Responsible Consumption, BoP Responsible Business Model, BoP Responsible Management, and BoP Responsible Innovation. We advanced propositions and discussions regarding the capabilities and major categories’ popularity, interdependence and combination, short- and long-term temporal functions, sustainability roles, and effectiveness to address BoP issues. Our article organizes the field of capabilities of BoP organizations; advances contributions and implications for management, organizations, and policymaking; and opens fruitful avenues for future research. (shrink)

Astronomer Charles Piazzi Smyth’s 1864–65 expedition to measure the Great Pyramid of Giza was planned around a system of linear measures designed to guarantee the validity of his measurements and settle ongoing uncertainties as to the Pyramid’s true size. When the intended system failed to come together, Piazzi Smyth was forced to improvise a replacement that presented a fundamental challenge to the metrological enterprise upon which his system had been based. The astronomer’s new system centered around a small (...) lump of basalt, now held at Cambridge’s Whipple Museum of the History of Science, which nucleated a wide array of material and scientific considerations. Through a bipartite analysis of the physical and narrative dimensions of Piazzi Smyth’s basalt Standard, I develop the implications of its use and construction for understanding the material constitution of scientific instruments. In particular, I illustrate how instruments are locally constituted through co-accountable systems and how their material features become integrally implicated in both their uses and meanings. (shrink)

Base of the pyramid ventures seek to create “mutual value” for themselves and poor communities, but often use business models unadapted for the BoP context, and have been less successful than hoped. Sustainable business models’ multi-stakeholder lens offers a promising alternative path to mutual value, but BoP-based SBM studies are scarce. This single case study explores whether and how SBM characteristics manifest in the business model and value outcomes of Habi, a Manila footwear company successfully creating mutual value with (...) BoP suppliers. We find SBM characteristics underpin Habi’s dual-structure business model and success in four ways: viewing profits as a tool for community development resulted in designing both product and business model around community strengths; understanding communities as systems helped Habi address the complexities of poverty; balancing short-term business needs with a long-term, slow-growth approach led to their choice of investors; and implementing community value capture mechanisms ensured enduring community benefit. (shrink)

This new volume on logic follows a recognizable format that deals in turn with the topics of mathematical logic, moving from concepts, via definitions and inferences, to theories and axioms. However, this fresh work offers a key innovation in its ‘pyramidal’ graph system for the logical formalization of all these items. The author has developed this new methodology on the basis of original research, traditional logical instruments such as Porphyrian trees, and modern concepts of classification, in which pyramids are the (...) central organizing concept. The pyramidal schema enables both the content of concepts and the relations between the concept positions in the pyramid to be read off from the graph. Logical connectors are analyzed in terms of the direction in which they connect within the pyramid. Additionally, the author shows that logical connectors are of fundamentally different types: only one sort generates propositions with truth values, while the other yields conceptual expressions or complex concepts. On this basis, strong arguments are developed against adopting the non-discriminating connector definitions implicit in Wittgensteinian truth-value tables. Special consideration is given to mathematical connectors so as to illuminate the formation of concepts in the natural sciences. To show what the pyramidal method can contribute to science, a pyramid of the number concepts prevalent in mathematics is constructed. The book also counters the logical dogma of ‘false’ contradictory propositions and sheds new light on the logical characteristics of probable propositions, as well as on syllogistic and other inferences. (shrink)

Base-of-the-pyramid business models aim to achieve profitability and poverty reduction by including poor people into corporate value chains. This goal duality creates tensions. Actors’ responses to these tensions are influenced by their cognitive frames of the phenomena building the tension. Applying a cognitive perspective, I investigate how corporate actors with different frames of poverty respond proactively or defensively to the poverty–profitability tension by adapting business model elements. I find that proactive and defensive responses differ for actors holding different cognitive (...) frames of poverty. The responses have consequences for the poverty impact potential of BOP business models. (shrink)

Research on the base-of-the-pyramid (BoP) approach and the associated business case for deprived participants in informal markets now appears frequently in a range of business ethics and management-related journals. The present analysis of how supply chain management (SCM) and sustainable supply chain management (SSCM) concepts are habitually used in base-of-the-pyramid research serves to strengthen the theoretical foundation of BoP research by addressing the related business case. Based on a content analysis of BoP papers published in English-speaking peer-reviewed journals (...) between 2000 and 2014 from the Web of Science database, this literature review comprehends existing research in the context of established SCM and SSCM frameworks, using both frequency and contingency analyses. The frequency analysis indicates that supply chain management and sustainable supply chain management [(S)SCM] constructs regularly discussed in the BoP literature include supplier integration, strategic purchasing, decommoditization, long-term relationship and enhanced communication among supply chain actors. The identified contingencies reflect linkages between BoP research and (S)SCM constructs. The highest number of links was found between the SCM constructs of strategic purchasing and long-term relationship and the SSCM constructs of supplier integration and communication and coordination with suppliers. These can be regarded as the most crucial (S)SCM constructs in the BoP business environment. This analysis facilitates the development of future research propositions at this intersection, including the use of tools from (S)SCM theories to evaluate BoP propositions and projects. Granted the limited range of BoP-related papers analyzed, the findings provide a coherent understanding of (S)SCM practices crucial to the functioning of BoP markets and why they matter, so contributing to the related ethical rationale. These findings will be of use to researchers and practitioners alike for the formulation of business development strategies and their subsequent implementation in informal market economies. (shrink)

To move from the realm of good intent to verifiable practice, ethics needs to be approached in the same way as any other desired outcome of the public relations process: that is, operationalized and evaluated at each stage of a public relations campaign. A pyramid model - the "ethics pyramid" - is useful for incorporating ethical reflection and evaluation processes into the standard structure of a typical public relations plan. Practitioners can use it to integrate and manage ethical (...) intent, means, and ends, by setting ethics objectives, considering the ethics of each campaign tactic, and reporting whether ethical outcomes have been attained. (shrink)

The first United Nations Millennium Development Goal calls for a distinct reduction of worldwide poverty. It is now widely accepted that the private sector is a crucial partner in achieving this ambitious target. Building on this insight, the ‹Bottom of the Pyramid’ concept provides a framework that highlights the untapped opportunities with the ‹poorest of the poor’, while at the same time acknowledging the abilities and resources of private enterprises for poverty alleviation. This article connects the idea of business (...) with the poor to sustainable development and especially to the notions of inter- and intragenerational justice. These principles of justice can be linked with the ‹Bottom of the Pyramid’ approach directly through the Rawlsian principles to foster holistic thinking. On this basis, the article offers a normative-ethical reasoning of corporations’ possible responsibilities for the poorest of the poor. Today’s state of worldwide inequalities is likely to generate future tensions between the privileged western world and the uncounted mass of poor (let alone the ethical dubiousness of this status). However, it is at the same time problematic if not even impossible to improve the situation of the poor by simply copying the resource intensive western way of living to the ‹Bottom of the Pyramid’ due to the limited carrying capacity of the earth. After highlighting possible moral dilemmas which may occur through such a potential trade off, this article concludes with an outlook on how the concepts ‹Bottom of the Pyramid’ and sustainable development could be combined. (shrink)

This paper builds on London and Hart’s critique that Prahalad’s best-selling book prompted a unilateral effort to find a fortune at the bottom of the pyramid. Prahalad’s instrumental, firm-centered construction suggests, perhaps unintentionally, a buccaneering style of business enterprise devoted to capturing markets rather than enabling new socially entrepreneurial ventures for those otherwise trapped in conditions of extreme poverty. London and Hart reframe Prahalad’s insight into direct global business enterprise toward “creating a fortune with the base of the (...) class='Hi'>pyramid” rather than at the BoP. This shift in language requires a recalibration of strategic focus, we argue, and will necessitate implementation of “moral imagination” to formulate new mental models that can frame the possibility of local entrepreneurs working collaboratively and discursively with development partners drawn from civil society, corporate, and government sectors. Successful partnerships will arise from interactive processes of emergent, co-creative learning within a shared problem domain or “community of practice”. We call attention to three related pluralist framings of situated learning within such communities of practice: decentered stakeholder networks; global action networks; and a focus on “faces and places” as a cognitive lens to humanize and locally situate diverse inhabitants within base of the pyramid partnership projects. (shrink)

Numerous scholars have observed that the relationship between poverty and violent conflict is endogenous. As a result, the area of Peace Through Commerce argues as one of its central tenets that the institution of business may be able to contribute to sustainable peace by creating economic development where poverty is a critical issue. While this argument may be valid, it leaves the question open — what is the business case for engaging in poverty alleviation business strategies? Strategic Management scholars are (...) addressing this question, arguing the general proposition that poverty is not only experienced by the people, but also impacts businesses operating in environments where the phenomenon is pervasive. By addressing poverty, businesses can help themselves. Yet, organizational theory justifying this proposition is still emerging, consisting of only a few studies that generally suggest that these strategies can help firms develop competitive advantage through the lens of the resource-based view. This article extends the theoretical application of the resource-based view, suggesting that conditions of poverty directly suppress the value of organizational resources and capabilities that are or could be contributed by people affected by it. In addition, it characterizes poverty alleviation strategic capabilities as dynamic capabilities. Finally, it describes a framework of "base of the pyramid dynamic capabilities" that could guide both future discourse in the area and deductive-disconfirmatory research examining the efficacy of these strategies. (shrink)

Despite the minimal attention paid by philosophers to gardening, the activity has a myriad of philosophical implications—aesthetic, ethical, political, and even edible. The same could be said of community food security and struggles for food justice. Two of gardening’s most significant practical benefits are that it generates communal solidarity and provides sustenance for the needy and undernourished during periods of crisis. In the twentieth century, large-scale community gardening in the U.S. and Canada coincided with relief projects during war-time and economic (...) downturn. More recently, small-scale gardening projects have emerged in schools, blighted urban areas, and communities of activists committed to increasing food security and resisting neo-liberal city planning policies. It is therefore surprising that pragmatist philosophers, who typically work at the nexus of theory and practice, have remained relatively silent about the relationship between gardening and food security. If more were to take up the challenge, they would find considerable guidance from several contemporary scholars working in diverse disciplines, from cultural geography to community studies, who explore the topic in a number of non-philosophical, though equally effective and imaginative, ways. In this paper, I propose a tentative pragmatist model for understanding how gardens make our food system more secure—a model inspired by John Dewey’s writings on school gardening, which I call the pragmatic pyramid. (shrink)

The authors discuss the consistency of transnational companies in their home, as well as in less developed host countries, concerning ethics, values and social responsibility. Ethical behavior offers good reputation, credibility and tradition to the corporation. It leads to corporate social, environmental and economic responsibilities, cooperating to the desired sustainability. This paper analyzes the inversion of values that corporate governance systems have suffered. The meaning and implication of the corporate social responsibility is investigated and discussed. A “pyramid of values” (...) is built upon individual ethical values at the basis. Over them, the organizational ethical values should indicate the limits of operations, so that the corporate social responsibility can be sustained, in the top. The authors comment that ethical values no longer lead the organization. Its communication with the stakeholders, specifically through reports, has been gradually replacing the code of ethics and corporate values. These reports have taken the basis of the pyramid leading the organizations to socially irresponsible and unethical behavior. They do not guarantee transparency or communicate the needs of the society. It appears that transnational companies do not behave the same way in their home country as they do in host countries, particularly in less developed regions like Latin America and Africa. Lack of communication and transparency may induce employees to unethical decisions and transform the reporting system into a marketing instrument. In order to guarantee compliance with the codes, transparency and ethical responsibility, communication within the organization is essential. (shrink)

The family of cognitive models sometimes referred to as the “Learning Pyramid” enjoys a considerable level of authority within several areas of educational studies, despite that nobody knows how they originated or whether they were supported by any empirical evidence. This article investigates the early history of these models. Through comprehensive searches in digital libraries, we have found that versions of the Learning Pyramids have been part of educational debates and practices for more than 160 years. These findings demonstrate (...) that the models did not originate from empirical research. We also argue that the contemporary Learning Pyramids, despite their continued modifications and modernizations, have failed to keep up with the developments of cognitive psychology. The conception of memory implied by the Learning Pyramids deviates significantly from the standard picture of human memory. (shrink)

This article examines the question: How do local organizations deal with competing temporal dynamics when building and implementing base/bottom of the pyramid initiatives? Time has been neglected in the BoP literature to date, yet, addressing poverty in a developing country requires a complex perspective of time. An analysis of 21 semi-structured interviews with locally based organizations implementing BoP initiatives in the Philippines revealed that the organizations had an ambitemporal perspective. In particular, we discover that they harmonize multiple temporal pacers (...) by making strategic decisions about the best mechanism of entrainment to utilize to move their community and any stakeholders to a long-term temporal horizon. We find that organizations manage this process by generating what we term a “third time” via a process of push-and-pull entrainment between the communities, the business, and the different temporal pacers. This article develops a conceptual framework for helping organizations to harmonize competing temporal dynamics to generate a bespoke “third time” for each community they work with. (shrink)

In African countries such as Ghana, microentrepreneurs make formal economy goods and services available to base of the pyramid (BOP) consumers. Multinational enterprises (MNEs) co-opt BOP business models when they enter the BOP market. We conducted a case study of six MNEs and 36 microentrepreneurs in three key sectors. In two sectors (fast-moving consumer goods and telecommunications), reverse bridging enables MNEs to capture value from BOP business models, which has a negative impact on both the financial and social capital (...) of microentrepreneurs. In the third sector (finance), microentrepreneurs are buffered from the negative effects of co-optation through a process of integrating, which enhances their social capital but reduces their financial capital. Our research contributes to the BOP literature, first by demonstrating that financial and social capital are intertwined at the BOP level, and second by analyzing how the negative effects of co-optation can be cushioned by enhancing microentrepreneurs’ social capital. (shrink)

The early literature on base of the pyramid strategies argued that multinational enterprises can contribute significantly to poverty alleviation of the poorest population in the world. An emergent perspective suggests that the solution to poverty lies within the BOP itself. Here, entrepreneurship within the BOP population is seen as the more credible solution to poverty. In this Special Issue introduction, we briefly present how the literature has further shifted the discussion of BOP strategies toward issues such as innovation, networks, (...) business models, and sustainability at the BOP. This analysis signals a gap in our knowledge related to the success factors in business models of BOP entrepreneurs, with attention to economic, social, and environmental impacts. We present the five articles accepted for publication in this Special Issue, of which three contribute to our knowledge of BOP business models and two to our knowledge of sustainability at the BOP. In conclusion, we propose several avenues for future research. (shrink)

The COVID‐19 pandemic has raised important universal public health challenges. Conceiving ethical responses to these challenges is a public health imperative but must take context into account. This is particularly important in sub‐Saharan Africa (SSA). In this paper, we examine how some of the ethical recommendations offered so far in high‐income countries might appear from a SSA perspective. We also reflect on some of the key ethical challenges raised by the COVID‐19 pandemic in low‐income countries suffering from chronic shortages in (...) health care resources, and chronic high morbidity and mortality from non‐COVID‐19 causes. A parallel is drawn between the distribution of severity of COVID‐19 disease and the classic “Fortune at the bottom of the pyramid” model that is relevant in SSA. Focusing allocation of resources during COVID‐19 on the ‘thick’ part of the pyramid in Low‐to‐Middle Income Countries (LMICs) could be ethically justified on utilitarian and social justice grounds, since it prioritizes a large number of persons who have been economically and socially marginalized. During the pandemic, importing allocation frameworks focused on the apex of the pyramid from the global north may therefore not always be appropriate. In a post‐COVID‐19 world, we need to think strategically about how health care systems can be financed and structured to ensure broad access to adequate health care for all who need it. The root problems underlying health inequity, exposed by COVID‐19, must be addressed, not just to prepare for the next pandemic, but to care for people in resource poor settings in non‐pandemic times. (shrink)

Existing research posits that decision makers use specific cognitive frames to manage tensions in sustainability. However, we know less about how the cognitive frames of individuals at different levels in organization interact and what these interactions imply for managing sustainability tensions, such as in Bottom of the Pyramid projects. To address this omission, we ask do organizational and project leaders differ in their understanding of tensions in a BOP project, and if so, how? We answer this question by drawing (...) on a 5-year study of a BOP project of a global pharmaceutical company in India. In line with the existing research, we found three kinds of frames—paradoxical, business case, and business—held differently across organizational levels and over time. We also found that the shift in frames of both project and organizational leaders was mediated by the decision-making horizon. The initial divergence across organizational levels, seen in paradoxical and business frames, was mediated by long-term decision-making horizon. However, there was an eventual convergence toward business frames associated with the shift from long- to shorter-term decision-making horizons and one that led to the project’s closure. We contribute by proposing a dynamic model of cognitive frames in sustainability, where the research has either alluded to top-down or bottom-up understanding. (shrink)

Shortly before his death in 2004, Jacques Derrida expressed two paradoxical convictions: he was certain that he would be forgotten the very day he died, yet at the same time certain that something of his work would survive in the cultural memory. This text by Peter Sloterdijk - one of the major figures of contemporary philosophy - makes a contribution of its own to the preservation and continuation of Derrida's unique and powerful work. In this brief but illuminating text, Sloterdijk (...) offers a series of recontextualizations of Derrida's work by exploring the connections between Derrida and seven major thinkers, including Hegel, Freud and Thomas Mann. The leitmotif of this exploration is the role that Egypt and the Egyptian pyramid plays in the philosophical imagination of the West, from the exodus of Moses and the Jews to the conceptualization of the pyramid as the archetype of the cumbersome objects that cannot be taken along by the spirit on its return to itself. 'Egyptian' is the term for all constructs that can be subjected to deconstruction--except for the pyramind, that most Egyptian of edifices, which stands in its place, unshakeable for all time, because its form is the undeconstructible remainder of a construction that is built to look as it would after its own collapse. (shrink)

Writing in the Business and Politics, Santos and Laczniak (Business and Politics 14(1) 2012) formulated a normative, ethical approach to be followed when marketers e ngage impoverished market segments. It is labeled the integrative justice model (IJM). As noted below, that approach called for authentic engagement, co-creation, and customer interest representation, among other elements, when transacting with vulnerable market segments. Basically, the IJM derived certain operational virtues, implied by moral philosophy, to be used when marketing to the poor. But this (...) well-intentioned approach raises a significant “So what?” question. Are such sentiments anything but lofty aspirations for idealists or are there steps to be taken by society and business managers of goodwill to make the adaptation of the IJM by corporations more likely and pragmatic? This paper begins to layout a roadmap that shows “how and why” the IJM might more likely be vitalized. The crux, as described below, is found in the transformational justice dimensions that are embedded in institutions (and supporting institutional arrangements); such external institutions provide a “power” impetus to assure the ethical rights claims that impoverished consumers have owed to them. In this way, the ideal exchange characteristics for bottom (or base) of the pyramid (BoP) markets argued for in the IJM can become actively transformational. The main contribution of this paper is that it begins to chart out the institutional system elements that need to exercise power in order to deliver a “fairer” marketplace for BoP consumers. (shrink)

Sixteen years ago, Prahalad and Hart introduced the possibility of both profitably serving the poor and alleviating poverty. This first iteration of the Bottom/Base of the Pyramid approach focused on selling to the poor. In 2008, after ethical criticisms leveled at it, the field moved to BoP 2.0, instead emphasizing business co-venturing. Since 2015, we have witnessed some calls for a new iteration, with the focus broadening to a more sustainable development approach to poverty alleviation. In this paper, we (...) seek to answer the question: How has the BoP approach evolved over the past 16 years, and has it delivered on its early promise? We conducted a systematic review of 276 papers published in journals in this period, utilizing a rigorous correspondence analysis method to map key trends, and then further examined the 22 empirical studies conducted on the BoP approach. Our results suggest that the field has evolved, passing through a number of trends and coming full circle—with our analysis pointing to more recent BoP literature emphasizing similar themes to those espoused in the initial BoP iteration, rather than reflecting the principles espoused in either BoP 2.0 or BoP 3.0. Our analysis also points to a lack of clear evidence that the BoP concept has delivered on its promise either to businesses or to BoP participants. (shrink)

Imagine an equilateral triangle “pointing upward”—its horizontal base under its apex angle. A semiotic triangle has the following three “vertexes”: (apex) an expression, (lower-left) one of the expression’s conceptual meanings or senses, and (lower-right) the referent or denotation determined by the sense [1, pp. 88ff]. One example: the eight-letter string ‘coleslaw’ (apex), the concept “coleslaw” (lower-left), and the salad coleslaw (lower-right) [1, p. 84f]. Using Church’s terminology [2, pp. 6, 41]—modifying Frege’s—the word ‘coleslaw’ expresses the concept “coleslaw”, the word ‘coleslaw’ (...) denotes or names the salad coleslaw, and the concept “coleslaw” determines the salad coleslaw—recalling Frege’s principle that sense determines denotation. Church [2, p. 6] wrote: -/- We shall say that a name denotes or names its denotation and expresses its sense. […] Of the sense we say that it determines its denotation, or is a concept of the denotation. -/- Aristotle seems cognizant of distinctions going beyond those in semiotic triangles. The expression Aristotle’s semiotic pyramids seem warranted by Aristotle’s Categories, 1a1: -/- When [two] things have a name (onoma) in common and the concept (logos) of being (ousia) which corresponds to the name in each case is different, they are called same-named (homonuma). Thus, for example, both a man and a picture [of an animal] are called animals. These have only a name in common. In each case the name’s concept of being [an animal] is different; for if one says what being an animal is for each of them, one will give two distinct concepts. -/- Semiotic triangles and pyramids in Aristotle’s logic are compared to those in Church’s [2]. [1] JOHN CORCORAN, Sentence, proposition, judgment, statement, and fact, Many Sides of Logic, College Publications, 2009. [2] ALONZO CHURCH, Introduction to Mathematical Logic, Princeton, 1956. -/- The semiotic pyramid in Categories, 1a1 has a square base under the vertex ‘animal’. On the corners of the square are: the concept “animal”, the concept “animal picture”, the animals, and the animal pictures. The animals are homonymous with the animal pictures. People find Aristotle’s example far-fetched or inept even if the experience of pointing to a picture while saying “That is Tarski” is familiar. Imagine looking at a painting while thinking “That is an animal”. Without putting too fine a point on this, notice that in Aristotle’s sense it is individual things that are homonymous, not words. It would be natural to say also in his sense that two things are homonyms if one is homonymous with the other. In contrast, we use the words homonym and homonymous to relate words that are spelled the same and pronounced the same but have different meaning. Consider the noun ‘center’ and the verb ‘center’. Consider the noun ‘smell’ and the verb ‘smell’. The spelling of two homonyms is an ambiguity, or an ambiguous spelling. We need appropriate adjectives to distinguish the Categorical senses of ‘homonym’ and ‘homonymous’ from the current English sense just mentioned. I propose ‘ontological’ for the sense relating things and ‘linguistic’ for that relating words. Given that all words are things but not all things are words, we ask are words that are linguistically homonymous also ontologically homonymous? END OF POST ABSTRACT. (shrink)

As the debate over the value of microfinance institutions intensifies, it remains apparent that microfinance may, at the very least, be considered as one tool in the arsenal of the war against poverty in base of pyramid markets. Given the variety of actors in the microfinance arena, stakeholders have placed a relatively new emphasis on performance reporting for MFIs, allowing comparisons and identifications of performance gaps. One result of this scrutiny is an increased importance placed on MFIs’ social performance, (...) with an eye to understanding measures of MFIs’ intent, process, and results in the social realm—in addition to their financial sustainability. While a number of factors may explain differences in social performance, in this paper we take a close look at a particular factor that may have a positive relationship with social performance—that of an MFI’s religious affiliation or religiosity. Using archival data, we derived three sets of randomly paired samples, pairing religious MFIs with non-religious ones, and compared social performance indicators derived from the literature across the samples. We sought to understand whether religiously-affiliated MFIs would, in fact, demonstrate stronger social performance intent, wider social performance reach via service delivery processes, and better social performance outcomes in BoP markets. Statistical analysis provided preliminary evidence that religiously-affiliated MFIs display stronger social performance, suggesting new avenues for future research. (shrink)

Drawing on the status characteristic theory, we investigate the effect of gender on board directors’ status ranking and find that all else being equal, female directors’ status ranking is 81.48% of one position lower than that of male directors, a discrepancy that is attributable to gender. We theorize on the mechanism that determines the ways in which the status value of gender on a board affects board interactions, and we predict how this mechanism influences firm outcomes, including excessive managerial spending, (...) social responsibility performance, and firm risk. We test our hypotheses in Chinese firms using an unbalanced panel that includes 5396 firm-year observations for a period of 6 years and find them supported. (shrink)

Writing in the Business and Politics, Santos and Laczniak 2012) formulated a normative, ethical approach to be followed when marketers e ngage impoverished market segments. It is labeled the integrative justice model. As noted below, that approach called for authentic engagement, co-creation, and customer interest representation, among other elements, when transacting with vulnerable market segments. Basically, the IJM derived certain operational virtues, implied by moral philosophy, to be used when marketing to the poor. But this well-intentioned approach raises a significant (...) “So what?” question. Are such sentiments anything but lofty aspirations for idealists or are there steps to be taken by society and business managers of goodwill to make the adaptation of the IJM by corporations more likely and pragmatic? This paper begins to layout a roadmap that shows “how and why” the IJM might more likely be vitalized. The crux, as described below, is found in the transformational justice dimensions that are embedded in institutions ; such external institutions provide a “power” impetus to assure the ethical rights claims that impoverished consumers have owed to them. In this way, the ideal exchange characteristics for bottom of the pyramid markets argued for in the IJM can become actively transformational. The main contribution of this paper is that it begins to chart out the institutional system elements that need to exercise power in order to deliver a “fairer” marketplace for BoP consumers. (shrink)

The gulf between multinational enterprises’ focus on high income countries and the reality of 80% of the world living in developing, bottom of pyramid (Hahn, J Bus Ethics 84:313–324, 2009 ) economies could magnify the anti-globalisation movement and political backlashes in the twenty-first century. The global financial crisis of 2008 and 2009 has increased such social tensions throughout the world and creates greater challenges for, responsible leadership. In this conceptual article, the authors analyse the value and identity of local (...) managers, and the liability of foreignness caused by over-reliance on expatriate managers and under-reliance on local managers in bottom of pyramid countries (Hahn, 2009 ). It is argued that multinational enterprises need to assess local managers’ knowledge and contributions as having not only operational and market value, but also institutional value, such as access to local knowledge and local social capital; such a holistic approach will ensure fairer, equal treatment of all managers in the multinational enterprise. Responsible leadership in the twenty-first century requires a greater appreciation of local managers’ institutional value and the overcoming of any psychological distance towards local managers of bottom of pyramid countries. (shrink)