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Rational thought according to Levinas has the merit of making the world lucid and controllable. But at the same time it strips things and people of their identity and incorporates them in a homogenized rational order. Illusory, but nonetheless oppressive. Rationality's totalitarian character can provoke resistance and grief with people who are enlisted by it. This can lead to a shameful confrontation in which the thinker is being confronted with his victim's resistance and sees himself and his thinking made questionable. By proceeding along this route, thinking can be brought to self-criticism and to revision of standpoints.

This description by Levinas of rational thinking shows similarity to what managers do in organizations. They make their business controllable, but at the same time with their planning and schemes they create a totalitarian straitjacket. This similarity suggests that also the reactions to imperialistic rationality from Levinas' description ought to be found in organizations. Is it indeed possible to indicate there the kind of resistance and grief Levinas speaks about? Does that give rise to confrontations between managers and their co-workers who are supposed to subordinate to their schemes? Do managers then feel shame? And do those shameful confrontations consequently lead to self-reflection and change?

Desk research suggests that the above elements are partly to be found in the literature of management theory. Interviews with managers show that Levinas' line of thought can also be found in its completeness within organizations. At the same time it becomes clear that becoming conscious of the elements of that line of thought - that rationality is all-conquering, that it provokes resistance, that that can lead to shame as well as to a new beginning - this is a difficult path to travel. The related experiences are easily forgotten and sometimes difficult to excavate. Translation of Levinas' thinking into terms of management and organization can help us spot them where they play their role in organizations.

Rational thought according to Levinas has the merit of making the world lucid and controllable. But at the same time it strips things and people of their identity and incorporates them in a homogenized rational order. Illusory, but nonetheless oppressive. Rationality's totalitarian character can provoke resistance and grief with people who are enlisted by it. This can lead to a shameful confrontation in which the thinker is being confronted with his victim's resistance and sees himself and his thinking made questionable. By proceeding along this route, thinking can be brought to self-criticism and to revision of standpoints.

This description by Levinas of rational thinking shows similarity to what managers do in organizations. They make their business controllable, but at the same time with their planning and schemes they create a totalitarian straitjacket. This similarity suggests that also the reactions to imperialistic rationality from Levinas' description ought to be found in organizations. Is it indeed possible to indicate there the kind of resistance and grief Levinas speaks about? Does that give rise to confrontations between managers and their co-workers who are supposed to subordinate to their schemes? Do managers then feel shame? And do those shameful confrontations consequently lead to self-reflection and change?

Desk research suggests that the above elements are partly to be found in the literature of management theory. Interviews with managers show that Levinas' line of thought can also be found in its completeness within organizations. At the same time it becomes clear that becoming conscious of the elements of that line of thought - that rationality is all-conquering, that it provokes resistance, that that can lead to shame as well as to a new beginning - this is a difficult path to travel. The related experiences are easily forgotten and sometimes difficult to excavate. Translation of Levinas' thinking into terms of management and organization can help us spot them where they play their role in organizations.

This is an examination of the key themes in Africa's fiscal reforms and trade liberalization, and her prospects for improving trade and development. In this work, differing reform strategies are reformed and assessed with a range of case studies of fiscal reform in Kenya, the Cote d'Ivoire and Tanzania. The impact of trade liberalization and the linking of aid and trade by donor countries are also assessed.

On Australia Day 1990, a 73-year-old man was plucked from the Adelaide suburbs and accused of helping massacre nearly 900 men, women and children in Nazi-occupied Ukraine. David Bevan describes the legal maneuverings that followed in a compelling work of courtroom drama.

This is a reproduction of a book published before 1923. This book may have occasional imperfections such as missing or blurred pages, poor pictures, errant marks, etc. that were either part of the original artifact, or were introduced by the scanning process. We believe this work is culturally important, and despite the imperfections, have elected to bring it back into print as part of our continuing commitment to the preservation of printed works worldwide. We appreciate your understanding of the imperfections in the preservation process, and hope you enjoy this valuable book. ++++ The below data was compiled from various identification fields in the bibliographic record of this title. This data is provided as an additional tool in helping to ensure edition identification: ++++ A Memorial Of Moses Allen Llewlyn David Bevan Dodd, Mead & Co., 1878

This scarce antiquarian book is a selection from Kessinger Publishing's Legacy Reprint Series. Due to its age, it may contain imperfections such as marks, notations, marginalia and flawed pages. Because we believe this work is culturally important, we have made it available as part of our commitment to protecting, preserving, and promoting the world's literature. Kessinger Publishing is the place to find hundreds of thousands of rare and hard-to-find books with something of interest for everyone

This book is the first of two companion volumes by these authors on trade shocks in controlled economies. Both theoretically innovative and drawing on extensive applied work, it addresses a number of issues in the forefront of economics, principally the relationship between macro and micro economics, by analysing the impact of an external macro shock - the coffee price boom - on each of two developing countries which have much in common but whose governmental organizations and objectives differ sharply. The authors focus on three important ways in which governments affect peasants: setting crop prices; controlling access to consumer goods; and provision of public services. They address these three areas using microeconomic analysis and household survey data collected in Kenya and Tanzania. Much of the analysis is relevant for a wide class of developing countries.

This volume analyses and compares economic growth in Nigeria and Indonesia during the period from 1950 to 1985, addressing questions as to why one country was so much more successful than the other. In providing some surprising answers for those who believed that the divergence would be found in deeply rooted, long term trends, the authors also offer insight into what has become a reversal of fortune in the late 1990's, as Indonesia has experienced decline, and the Nigerian economy had stabilized.

The two principal axes of inquiry are Malraux's ongoing quest for a dimension of transcendence within human life and, at lest as compelling, his search for the most appropriate and effective means by which to express a changing awareness of just what that dimension might be. Not surprisingly, in a world apparently doomed to languish in the spectral shadow of Death, there are certain constants: a yearning for some fraternity to combat man's essential solitude, a refusal to sink without effort into the vortex of the Absurd, a conviciton that life is to be lived fully and intensely. The human condition is what it is. The ways in which Malraux's characters, and of course Malraux himself, cope with this condition reveal a clear evolution, especially from the 1933 novel La condition humaine onwards. The reader follows Malraux from playful adolescence through the dichotomy of anguish and glorification in his middle years, towards the primarily interrogative utterances of the mature man. The often frivolous, sometimes sardonic, humour of youth gives way first to a painful recognition of the abyss, then to the discovery of a very tentative equilibrium in the philosophy of metamorphosis espoused by an older Malraux. Andre Malraux: Towards the Expression of Transcendence reveals the principal steps by which Malraux achieved that equilibrium.