The purpose of this paper is to assess Marx's enduring significance in the center of his thought, the first volume of Capital. In Capital and related writings, Marx systematically…
Abstract
Purpose
The purpose of this paper is to assess Marx's enduring significance in the center of his thought, the first volume of Capital. In Capital and related writings, Marx systematically works out his theory of value. Although Marx's value theory has been widely thought to be internally inconsistent, the “myth of inconsistency” in reclaiming Marx's “Capital” has been recently refuted by Kliman.
Design/methodology/approach
Based on Kliman's refutation, a logically coherent interpretation of Marx's theory is on hand. The paper therefore aims to bring out the philosophical character of Marx's critique of political economy, to which the terms and relations of value theory are essential. It is rooted in the abiding humanism he first discovered through his critical appropriation and transformation of Hegelian philosophy.
Findings
Following Raya Dunayevskaya in Marxism and Freedom, this paper interprets Marx to have founded a new critical science of society “that was at the same time a philosophy of history.” Hence Marx's use of ontological categories in Capital (“substance,” “essence,” “appearance”) is fully methodologically self‐conscious and deliberate. Categories derived from Hegel's Science of Logic (as Lenin rightly grasped) explain the “bewitched and distorted world” of capitalist social relations.
Originality/value
This paper shows that, thinking historically, Marx works out the “notion” of capital from the standpoint of its negation. As if seen through a camera obscura, capital is the domination of alienated, past, objectified, abstract, and dead labor over living labor power. In conclusion, emphasis is placed on the subjective as well as the objective condition necessary to the revolutionary transcendence of the law of value.
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I. The Gendarmerie: Historical Background The Gendarmerie is the senior unit of the French Armed Forces. It is, however, difficult to give a precise date to its creation. What can…
Abstract
I. The Gendarmerie: Historical Background The Gendarmerie is the senior unit of the French Armed Forces. It is, however, difficult to give a precise date to its creation. What can be asserted is that as early as the Eleventh Century special units existed under the sénéchal (seneschal), an official of the King's household who was entrusted with the administration of military justice and the command of the army. The seneschal's assistants were armed men known as sergents d'armes (sergeants at arms). In time, the office of the seneschal was replaced by that of the connétable (constable) who was originally the head groom of the King's stables, but who became the principal officer of the early French kings before rising to become commander‐in‐chief of the army in 1218. The connétable's second in command was the maréchal (marshal). Eventually, the number of marshals grew and they were empowered to administer justice among the soldiery and the camp followers in wartime, a task which fully absorbed them throughout the Hundred Years War (1337–1453). The corps of marshals was then known as the maréchaussée (marshalcy) and its members as sergeants and provosts. One of the provosts, Le Gallois de Fougières, was killed at Agincourt in 1415; his ashes were transferred to the national memorial to the Gendarmerie, which was erected at Versailles in 1946.
Barrie O. Pettman and Richard Dobbins
This issue is a selected bibliography covering the subject of leadership.
Abstract
This issue is a selected bibliography covering the subject of leadership.
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Geoff Sheard, Nada Kakabadse and Andrew Kakabadse
Characteristics of leaders whose behaviour is visceral include taking action based on instinct rather than intellect and exhibiting coarse, base and often negative emotions…
Abstract
Purpose
Characteristics of leaders whose behaviour is visceral include taking action based on instinct rather than intellect and exhibiting coarse, base and often negative emotions. Despite the challenge of precisely defining the nature of visceral behaviour, the purpose of this paper is to provide insight into this less attractive side of boardroom life.
Design/methodology/approach
Following a literature review of the research into the negative behaviour leaders exhibit, the paper highlights four forms of visceral behaviour based on focused and intimate qualitative case studies involving the experiences of those on the receiving end of that behaviour within a boardroom context.
Findings
Based on interviews with an international sample of five chief executive officers (CEOs), plus three subordinates with substantial profit and loss responsibility, the study reveals a distinctly human experience from which no one is exempt. The idiosyncratic nature of the visceral behaviour experienced resulted in each study participant's unique experience. The authors conclude that leaders need to adopt specific measures in order to control and reduce the darker human tendencies.
Research limitations/implications
The experiences of study participants are presented in four case studies, providing insight into their experiences whilst also protecting their identity. The study participants were drawn from a sample of companies operating globally within a single sector of the manufacturing industry. The concepts the authors present require validating in other organisations with different demographic profiles.
Originality/value
The paper presents a model based on two dimensions – choice and level of mastery – that provides the reader with insight into the forms of visceral behaviour to which leaders succumb. Insight enables us to offer managers strategic suggestions to guard against visceral behaviour and assist them in mitigating its worst aspects, in both those with whom they work and themselves.