Preface: The Shameful face of Philosophy In fact, Socrates talks about laden asses, blacksmiths, cobblers and tanners1 Whether one looks for a ...

Imogen Dickie develops an account of aboutness-fixing for thoughts about ordinary objects, and of reference-fixing for the singular terms we use to express them. Extant discussions of this topic tread a weary path through descriptivist proposals, causalist alternatives, and attempts to combine the most attractive elements of each. The account developed here is a new beginning. It starts with two basic principles, the first of which connects aboutness and truth, and the second of which connects truth and justification. These (...) principles combine to yield a third principle connecting aboutness and justification. Dickie uses the principle to explain how the relations to objects that enable us to think about them--perceptual attention; understanding of proper names; grasp of descriptions--do their aboutness-fixing and thought-enabling work. The book includes discussions of the nature of singular thought and the relation between thought and consciousness. (shrink)

Is time flowing? A-theorists say yes, B-theorists say no. But both take time to be real. It means that B-theorists accept that time might be real, even if lacking a property usually ascribed to it. In this paper, I want to ask what are the different properties usually ascribed to time in order to draw the list of different possible kinds of realism and anti-realism about time. As we will see, there are three main kinds of anti-realism. I will claim (...) that if time is defined as the universe’s fourth dimension, there is no way time could be unreal. (shrink)

We develop a model of ideals-based accountability which we have witnessed at work in several long-thriving family businesses. The owners and managers of these firms eschew individualism and materiality in the pursuit of ethical ideals such as supporting democracy and bettering the human condition. Although accountability is to these ideals, not for outcomes such as profitability or even reputation, IBA has resulted in outstanding reputations for some firms. We characterize IBA according to its missions, leadership, culture, and stakeholder relationships. We (...) also contrast it with traditional forms of accountability and differentiate IBA from related stakeholder, stewardship, and CSR perspectives. Finally, we examine its manifestations within five long-lived family enterprises, in the process generating propositions to advance the concept. (shrink)