Biographical note: Jochen Golz, Goethe-Gesellschaft; Manfred Koltes, Goethe- und Schiller-Archiv an der Klassik Stiftung Weimar.

According to a widespread view, Kant's claim that moral wrongness has its ground in a contradiction underlying every immoral action is a “bluff” rooted in “dogmatic moralism”. Ever since Benjamin Constant's exchange with Kant, counterexamples have played a crucial role in showing why Kant's “universalization procedure” fails to determine the moral validity of our judgments. Despite recent attempts to bring Kant's ethics closer to Aristotle's, these counterexamples have prevailed. Most recently, Jesse Prinz has launched another attack along the same lines. (...) Prinz insists that Kant's universalization procedure fundamentally begs the question and fails to generate plausible results. Even authors who are very sympathetic to Kant, such as Allen Wood, have tried to downplay universalization, focusing instead on other formulations of the categorical imperative. In this paper, I respond directly to four of the most prominent counterexamples. In each case, I aim to show how we can uphold Kant's fundamental claim that the universal law formulation of the categorical imperative articulates the form of our particular moral judgments. (shrink)

In the present research, we examine the relation between leader mindfulness and employee performance through the lenses of organizational justice and leader-member relations. We hypothesize that employees of more mindful leaders view their relations as being of higher leader-member exchange quality. We further hypothesize two mediating mechanisms of this relation: increased interpersonal justice and reduced employee stress. In other words, we posit that employees of more mindful leaders feel treated with greater respect and experience less stress. Finally, we predict that (...) LMX quality serves as a mediator linking leader mindfulness to employee performance—defined in terms of both in-role and extra-role performance. Across two field studies of triadic leader-employee-peer data and dyadic leader–employee data, we find support for this sequential mediation model. We discuss implications for theorizing on leadership, organizational justice, business ethics, LMX, and mindfulness, as well as practical implications. (shrink)

Comics are complex multimodal documents that make for intriguing materials to analyze with computer vision and computational linguistics. This review summarizes the growing developments in computational modeling which have been progressing to analyze visual narratives across their various substructures.

In the early 1980s the “welfare state crisis” was a point of reference common to many European countries with advanced public social policy arrangements. In most of them the scope of expansion of social expenditure had already been reigned in after the first oil price shock in the mid-1970s. But it was the impact of the second oil price crisis, with low or negative economic growth rates and another steep rise in unemployment in the early 1980s which provided considerable ammunition (...) for critics of the welfare state in many European countries and which triggered off the crisis debate. The latter was particularly pronounced in countries with centre-right and neo-liberal governments at the time and probably most outspoken in the UK. From the start of her first period in office Margaret Thatcher was explicit about her ambition to “roll back the frontiers of the state” and to give much more room for individual and private forms of social protection. In her first election manifesto in 1979 the welfare state was singled out as part of the problem rather than part of the solution to economic and social difficulties which Britain faced at the time. In short, it seems entirely appropriate to take the early 1980s as a starting point and to focus on the UK as the country in which there was arguably more pressure on traditional social policy structures than anywhere else in Europe. (shrink)