Packard attempted to incorporate cave fauna into a general theory of evolution that would be consistent with the principle of recapitulation, and would have as the primary mechanism the inheritance of the effects of the environment. Beyond this, he also attempted to demonstrate that the evolution of cave fauna was consistent with progressive evolution. The use he made of comparative anatomy and embryology places him within the tradition of classical morphology that was dominant through much of the last half (...) of the nineteenth century, but of waning importance by the time of Packard's death in 1905. The importance Packard gave to cave fauna as evidence for Lamarckian evolution stimulated interest in the phenomenon; this interest, and references to cave fauna in the scientific literature, declined after his death. Since then, the importance of cave fauna in evolutionary theory has declined from their status as the star evidence in Packard's theory to their present status as a difficult anomaly within the modern synthetic theory. (shrink)

Meaning Making: 8 Values That Drive America's Newest Generations is our investigation into the values that young people, ages 13 to 25, practice and uphold. What motivates them in their common quest to discover, create, and express significant meaning in their lives? What are the organizations and groups they choose to engage with and be a part of? How do those organizations exhibit and express those values? The values young people articulated comprise the chapters of this book. They emerged from (...) surveys and interviews with young people, as well as other quantitative and qualitative research involving a range of resources, both scholarly and popular. As we collected our data early in 2020 through a nationally representative survey; looked at other data sources; and uncovered the practices, people, and organizations that were attracting intense commitment from young people; we made discoveries helpful to leaders trying to shape organizations, groups, institutions, and one-on-one relationships that better serve and care for young people today This is a rush request since publication is end of July...thank you in advance. (shrink)

In this study, I explore the viability of what Carl Dreyer called film novels or filmscripts in the form of novels. I show that these novels are viable---that is, they can be written and filmed in ways that deeply engage us in understanding them. ;In the introduction, I explain that this study is a poetics---that is, it formally defines film novels, specifies a standard for successful film novels, and specifies ways of creating film novels so that they are likely to (...) be successful. I then survey what scholars have written about these script-like novels. ;In the first chapter, I define film novels as short, visually engaging novels-that is, short novels that continually engage readers in picturing scenes. I then explore the historical background of this type of novel. ;In the second chapter, I explain that successful film novels are interpretively engaging---that is, they engage readers, not only in continually picturing scenes, but also in thoughtfully interpreting them. I then trace the history of film novels and show how they, and films based on them, have engaged readers and viewers in interpreting them. ;In the third chapter, I explain that thoughtful interpretation can be understood as generous interpretation if we use the word generous as Jean-Paul Sartre did. Drawing on Sartre's philosophy of literature, I explain how generous writers engage readers in generous interpretation. ;In the fourth chapter, I explain how writers can generously create characters and plots for film novels. In the fifth, I present detailed exercises to help writers generously create scenes and storylines for film novels. In the sixth, I explain how filmmakers can generously turn film novels into films. ;I conclude that film novels come from a tradition of highly visual novels, film novels can be deeply engaging, and this engaging quality can be preserved in films. (shrink)

Advertising and Consumption: Advertising and Social Change by Ronald Berman, Beverley Hills and London: Sage, , 1981, pp 159, £11.95 and £5.50 The Hidden Persuaders by Vance Packard, Harmondsworth: Penguin, 1981 pp 248, £1.75 Conspicuous Consumption by Roger S Mason, Farnbrough: Gower, 1981, pp x + 156, £9.50 Channels of Desire by Stuart Ewen and Elizabeth Ewen, New York and London: McGraw-Hill, 1982, pp viii + 312, $7.95.

The case focuses on the decision by the Norwegian Ministry of Finance in 2006 to remove Wal-Mart Stores, Inc. from its investment portfolio because of theretailer's "serious and systematic" abuses of human and labor rights. Discussion of the decision-making process that led to the divestiture, and the impact that Wal-Mart has had on various realms – social, economic, industry, and the supply chain, among others – are included in the case.

Managers often ask why their firm should have an ethics program, especially if no one has complained about unethical behavior. The pursuit of business ethics can cost money, they say. It can lose sales to less scrupulous competitors and can drain management time and energy. But as Harvard business professor Francis Aguilar points out, ethics scandals (such as over Beech-Nut's erzatz "apple juice" or Sears's padded car repair bills) can severely damage a firm, with punishing legal penalties, bad publicity, and (...) irreparably injured customer relations. Equally important if less obvious, unethical behavior can undermine a firm's organizational spirit. On the other hand, Aguilar argues, in a well run firm, ethical programs can actually enhance corporate performance, strengthening the company at every level and supercharging employee risk taking and innovation. In Managing Corporate Ethics, Aguilar shows managers how to create ethical programs within their organizations that not only discourage large-scale wrongdoing, but can contribute substantially to the achievement of corporate excellence. Aguilar's program is down-to-earth and comprehensive, and based on his extensive research on highly successful, ethical companies, both large and small. He recommends action on three fronts: first, get senior management to provide effective ethical leadership; second, set up an ethics program that promotes concern for the interests of people affected by the firm's operations and that provides safeguards against corrupting business pressures; and third, staff the company with ethical people and surround the organization with ethical advisors (including legal, financial, accounting, tax, and marketing consultants). To illuminate this three-step program, Aguilar incorporates the lessons learned in his in-depth study of ten prominent firms with proven successful ethics programs--among them Hewlett-Packard, Johnson & Johnson, Nucor Steel, Cray Research, ServiceMaster, and Texas Instruments. He examines Lincoln Electric's attention to compensation and job security to ensure quality products and to reduce the pressure or temptation to act unethically. He shows how General Mills, while pushing product line managers to compete aggressively, uses corporate staff units to guard against illegal or unacceptable claims (testing cake recipes, for example, to see if a product's quality fails under the less-than-perfect conditions of a normal kitchen). And he details how Armstrong World Industries uses pep talks, inspirational stories, role models, and ready access to management to promote ethical standards among employees. Throughout, Aguilar demonstrates convincingly that an ethical program pays dividends: that employees, suppliers, customers, and the community at large know when they are being treated in a positive and constructive manner, and are likely to respond in kind. Packed with real life examples of successful (and failed) ethical programs, Managing Corporate Ethics is a valuable roadmap to an often overlooked source of business success. (shrink)

In 1978, 16 months after Mao Zedong's death, China's new leader, Deng Xiaoping, introduced market reforms and an "opening" to the West that allowed the US company Hewlett-Packard (HP) to enter China in 1981. Shortly thereafter, HP began a partnership with the Chinese company Legend Computer (now Lenovo), through which HP transferred its technology in four main areas: (1) product technology, (2) business model, (3) management practices, and (4) strategic planning processes. This technology transfer seems to be a "just (...) exchange" in that HP received access to China's market while China received key managerial, marketing, and product technologies. Although multinationals are often criticized for their dealings with developing nations, the HP–Legend case provides an illustration of how a company from an industrialized nation can deal justly with a developing nation and assist in advancing its development. The transfer of technology from HP to Legend was facilitated by several factors, including HP's historical willingness to help startups, its strategic posture, a favorable local environment, Legend's recognition of its own needs, its willingness to learn from a foreign company, and the incentives to share technology that the Chinese government provided. (shrink)

The axioms adopted by Packard (1981) and Heiner and Packard (1983) for plausibility ranking of sets of statements are critically examined. It is shown that the informational requirement of the Heiner-Packard (1983) framework is much stronger than Packard's (1981) framework and hence both axiomatic setups are examined separately. A characterization of the leximin rule is provided in Packard's framework and the nonintuitive implications of the Heiner-Packard (1983) axioms are discussed. It is also demonstrated that (...) in both frameworks, minor variations of some of the axioms convert the characterization results into logical impossibilities. (shrink)

In the aftermath of scandals such as those at Enron and WorldCom, there is a growing suspicion of the corporate world. For this reason it is more important than ever for firms to maintain a good reputation. In Building Reputational Capital, Kevin T. Jackson offers a practical guide to taking the high road--the only path that leads to lasting success. Based on extensive research and real-world experience, Building Reputational Capital reveals basic principles of integrity and fairness with which firms can (...) build an enduring reputation. More than image, a firm's reputation is a form of capital often neglected in the boardroom and overlooked in conventional analyses of financial statements. Speaking directly to the work experience of real people in practical business settings, Jackson couples each principle with straightforward actions that drive management systems, and he provides tested strategies--from downsizing techniques to e-commerce tips--that cultivate the hidden power of a good reputation. He outlines the advantages of a superior reputation, describes the vital role the firm's leader must play, offers ways to build and protect your reputation on the Internet, and shows how to rescue your reputation once disaster hits. Perhaps most important, he shows how to strike the right balance of virtues like authenticity, honesty, responsibility, and stewardship of the environment, employees, and the economy. Highlighted with real-life success stories--from giants like Hewlett-Packard to small firms like Thanksgiving Coffee Company, Building Reputational Capital offers a simple but effective guide for executives, managers, entrepreneurs, legal professionals, and corporate consultants. (shrink)

In lieu of an abstract, here is a brief excerpt of the content:American Journal of Philology 127.2 (2006) 293-303 [Access article in PDF] Some Late Sonnets of Gildersleeve Found at Sewanee Christopher M. McDonough University of the South e-mail: [email protected] Basil Lanneau Gildersleeve, the eminent classicist who founded this journal, is remembered primarily as an authority on matters of grammar and philology; he was in addition something of a poet, although of limited ability, who specialized in sonnets.1 In the archives (...) of the University of the South in Sewanee, Tennessee, I recently found a number of sonnets written by Gildersleeve, all of them apparently from late in his long life.2 As these may be of interest to the readership of this journal, AJP's current editor has graciously allowed these nugae of her distinguished predecessor to be reprinted here.What follows below are seven sonnets written when Gildersleeve was evidently in or nearly in his nineties,3 all of which were copied in longhand by his niece, Mrs. Leon D. (Eleanor) Kirby, a longtime Sewanee resident.4 When and why Mrs. Kirby made these transcriptions is uncertain, [End Page 293] although her reasons appear to have been personal.5 She was not a practiced amanuensis (see below n. 14), and the text of the sonnets is largely as she copied them out, with only minor corrections.6 Because these require in places a little explication, I have supplied a brief commentary as well. From the appearance of his name fairly littering the footnotes, readers will ascertain that Professor Ward Briggs has been tremendously helpful to me in putting together this "Brief Mention."It was in one of his own late "Brief Mentions," in fact, that Gildersleeve outlined his theory that "the modern sonnet [is] an analogon on a large scale" to the elegiac distich (AJP 41.2 [1920]: 200 = Miller 1930, 402). As he continues, "The octave... represents the hexameter, the sextet, the pentameter, and the likeness to the latter is heightened by the use of terza rima."7 He ends his remarks on the matter thus: The Greeks kept prose and poetry steadily apart... but the elegiac distich was open to all; and I may claim Hellenic authority for introducing my sonnets into the company of grave grammarians. If that chiffonier Diogenes Laertius might try his hand on epigram, why not I try mine at sonnets? [End Page 294]In a letter to Paul Shorey, Gildersleeve had assessed his own poetic endeavors as "mere embroideries of more or less familiar texts" that are "at best... bits of versified rhetoric" (Briggs 1987, 346). On the other hand, as Shorey himself had maintained in a long New York Times tribute, "Everything that Gildersleeve did counted" (January 27, 1924, 14). No doubt the sonnets are of greater historical than literary value, although this is a judgment better perhaps left to the individual tastes of AJP's current company of grave grammarians. 1. Callimachus to Heraclitus (The Old Greek Page) They told me Heraclitus, thou wast dead. Death is the common lot, too well I know, Of every thing that lives and moves below The brazen heavens. But Ah! what tears I shed When I recalled how oft the hours sped. Unheeded they would come unheeded go While our discourse kept up its happy flow Until the sun sank to his ocean bed Long since, long since, my Halicarnassian friend [... thou hast returned to dust.] Thy play is over, and thy work is done. The angel Azrael who makes an end Of mortal men, thy tuneful voice hath hushed And yet thy Nightingales live on, sing on. 2. To Joseph Packard They told me Joseph Packard, thou wast dead Death is the common lot, too well I know, Of every thing that lives and moves below The brazen heavens. But Ah! what tears I shed, When I recalled how oft the hours sped. Unheeded they would come, unheeded go While our discourse kept up its happy flow. [Until the sun sank to his ocean bed] And now dear comrade, old Confederate friend Ashes to ashes art thou, dust to dust. The... (shrink)

The document contains fourteen pictures of waves of evolutionary activity created by alleles in the sensory-motor strategies of agents in Packard's Scatter model.1 The quality of these waves indicate di erent kinds of evolutionary phenomena involving signi cant adaptations in sensory-motor rules. The purpose of this document is only to depict a variety of kinds of evolutionary phenomena, not to explain those phenomena a job for another occasion. The following papers contain more background on evolutionary activity waves and (...) class='Hi'>Packard's Scatter model. (shrink)

In 1978, 16 months after Mao Zedong’s death, China’s new leader, Deng Xiaoping, introduced market reforms and an “opening” to the West that allowed the US company Hewlett-Packard to enter China in 1981. Shortly thereafter, HP began a partnership with the Chinese company Legend Computer, through which HP transferred its technology in four main areas: product technology, business model, management practices, and strategic planning processes. This technology transfer seems to be a “just exchange” in that HP received access to (...) China’s market while China received key managerial, marketing, and product technologies. Although multinationals are often criticized for their dealings with developing nations, the HP–Legend case provides an illustration of how a company from an industrialized nation can deal justly with a developing nation and assist in advancing its development. The transfer of technology from HP to Legend was facilitated by several factors, including HP’s historical willingness to help startups, its strategic posture, a favorable local environment, Legend’s recognition of its own needs, its willingness to learn from a foreign company, and the incentives to share technology that the Chinese government provided. (shrink)

We introduce and study a simple generic model of neutral evolution of genotypes, designed to provide a feasible and general method for quantifying excess evolutionary activity|the extent to which evolutionary activity is the product of adaptive evolution. We compare the behavior of the generic neutral model against two other models: Packard's agent-based model of the evolution of sensory-motor functionality and a neutral \shadow" of Packard's model. Diversity and evolutionary activity of these three models across the mutation rate spectrum (...) illustrate the feasibility and general applicability of the generic neutral model, con rm the appropriateness of using neutral models to quantify the extent of the continual adaptive success of genotypes, and reveal power-law dependences of evolutionary activity on mutation rate. (shrink)

With the emergence of participative social media, the ways in which stakeholders may interact with companies are changing. Social media and Web 2.0 technologies change gatekeeping mechanisms and the distribution of information. In consequence, organizations must realize that they are structurally embedded in online networks of interconnected and equitable actors. In this paper, we analyze how this change in today’s information and communication technologies may affect Corporate Social Responsibility action. We utilize social network analysis to investigate the CSR blogs of (...) three IT firms: Google, Hewlett-Packard, and Intel. The analysis reveals that their Internet-enabled social networks exhibit patterns of power law distribution and an uneven distribution of structural social capital among the actors involved, especially on the corporate side, which fails to fully engage with the network. We conclude by indicating the research implications of shifting social capital dynamics and by deriving implications for management and practice. (shrink)

An intriguing development in the realm of commercial software has arisen over the last decade, from highly improbable beginnings. From its inception in the ‘hacker ethic’, freeware has had a huge impact on IT businesses around the world, most strongly in the guise of its spin‐off, open source software. The eventual consequences are that, for example, more than 60% of all the servers on the World Wide Web are running the Apache open source system, and Linux, the open source cousin (...) of Unix, is challenging Microsoft’s products as the most popular business server operating system. Major IT users such as multinational banks, and major IT companies including IBM, Hewlett Packard, Sun Microsystems, Dell, Oracle, Informix, Intel, Fujitsu, AMD and Computer Associates are investing in and supporting Linux. In 1998, Netscape Communications made public the source code for its Netscape web browser. In 1999 Apple published the source for the ‘Darwin’ core of its Mac OS X. The Perl freeware programming language continues to gain popularity for web‐based applications. (shrink)

Human actions and decisions are most of the times not only grounded on emotional reactions, they are irrationally debasing. While such emotions and heuristics were perhaps suitable for dealing with life in the Stone Age, they are woefully inadequate in the Silicon Age. The substitution of traditional news agencies and communication platforms in Nigeria with social media networks has not only increased human capacities, it has aided the common good and further eased communication and increased the human knowledge base. For (...) instance, the Silicon Valley in the state of California in the United State of America has proved the extent to which human ingenuity can be exerted in beneficial ways. Here in, the top of the multibillion-dollar communication companies like Apple, eBay, Cisco, Lockheed, Hewlett Packard (HP), Google, Netflix, Facebook, Oracle, Tesla, etc. whose yearly budgets far exceed the entire yearly budget of Nigeria, has proved that, ICT remains the building blocks of contemporary communities. The state of California for instance prides herself as the 6th largest economy of the world after France and Brazil. This romantic picture of ICT is but only one chapter of the ICT divide. In today’s world, the scale and speed of the highly partisan news and falsehoods that circulate in the human environment is deafening. In politics and governance for instance, the populist have exploited the ICT effectively and without restraints, to access power and authority. Today, we are in the era of post-truth, an era in which objective facts are less influential in shaping public opinion than appeals to emotion and personal belief. An era that harbours corruption of intellectual integrity and damage to the whole fabric of democracy. The battle to protect information integrity and expose fake news becomes sine qua non. We shall in this paper explore the dark side of the age of information, a side that has been exploited by the media mavens, political hacks, and ideological propagandists who promote lies, illusion, confusion, and other forms of demented or manipulated imagination. In doing this, we shall proceed as follows: i. Historicize the concept of ‘fake news’ here referred to as post-truth. ii. Interrogate the concept of ‘information’ and its goal in human affairs iii. Evaluate the nexus between ‘truth’ values in ‘information’, ‘Misinformation’ and ‘dis-information’ iv. Situate the role of Philosophy in the era of post-truth. (shrink)

This paper gives an ethical argument for temporarily waiving intellectual property protections for COVID-19 vaccines. It examines two proposals under discussion at the World Trade Organization : the India/South Africa proposal and the WTO Director General proposal. Section I explains the background leading up to the WTO debate. Section II rebuts ethical arguments for retaining current IP protections, which appeal to benefiting society by spurring innovation and protecting rightful ownership. It sets forth positive ethical arguments for a temporary waiver that (...) appeal to standing in solidarity and holding companies accountable. After examining built-in exceptions to existing agreements and finding them inadequate, the paper replies to objections to a temporary waiver and concludes, in section III, that the ethical argument for temporarily waiving IP protection for COVID-19 vaccines is strong. There are no data in this work. (shrink)

In 1986, President Reagan created the Packard Commission, a blue-ribbon commission to investigate defense contracting procurement fraud. The Packard Commission''s major recommendation was for defense contractors to adopt ethics programs. Out of this recommendation emerged the Defense Industry Initiative (DII). This paper examines this Initiative and focuses on the DII''s six principles. In particular, this paper explores the implications the DII has had with respect to (1) pursuing intra-industry cooperation and setting industry-wide standards; (2) monitoring compliance; (3) the (...) paradox inherent to the DII as a facilitator for industry self-regulation; and, (4) why companies have enthusiastically adopted the directive. This paper concludes that the DII falls short of being an effective method of self-regulation because: (1) it does not achieve complete industry-wide cooperation; (2) it does not establish uniform standards of ethical conduct within the industry; (3) it does not hold the signatory companies accountable for creating a strong system of ethical conduct; and, (4) it does not relieve the organizational and market pressures to be unethical. (shrink)