A Critical Examination of the Historical Origins of Connexive Logic

It is often assumed that Aristotle, Boethius, Chrysippus, and other ancient logicians advocated a connexive conception of implication according to which no proposition entails, or is entailed by, its own negation. Thus Aristotle claimed that the proposition ‘if B is not great, B itself is great […] is impossible’. Similarly, Boethius maintained that two implications of the type ‘If p then r’ and ‘If p then not-r’ are incompatible. Furthermore, Chrysippus proclaimed a conditional to be ‘sound when the contradictory of its consequent is incompatible with its antecedent’, a view which, in the opinion of S. McCall, entails the aforementioned theses of Aristotle and Boethius. Now a critical examination of the historical sources shows that the ancient logicians most likely meant their theses as applicable only to ‘normal’ conditionals with antecedents which are not self-contradictory. The corresponding restrictions of Aristotle’s and Boethius’ theses to such self-consistent antecedents, however, turn out to be theorems of ordinary modal logic and thus don’t give rise to any non-classical system of genuinely connexive logic.     

Höhe und Dauer der galvanischen Reaktion als einfache und multiple Vorhersagevariablen

Ohne Zusammenfassung     

Drivers and outcomes of salespersons’ value opportunity recognition competence in solution selling

Abstract

In B2B markets, firms seek to provide customer solutions instead of merely selling goods or services. As boundary-spanners, salespeople are pivotal for implementing this strategic shift. Yet, extant literature provides limited insights into salesperson’s resources and competencies required for customer solutions, particularly in the early phases of solution selling. This research focuses on salesperson’s value opportunity recognition competence (VOR), which is a central requirement for salespeople to be able to navigate the early phases of solution selling. Analyzing large-scale, multi-level data of 799 salespeople and their respective sales managers in 29 sales organizations, the authors investigate the role of different salesperson resources and work environment characteristics for strengthening their VOR. The authors find that salespeople need both customer and technical knowledge, but customer knowledge is more important. Salespeople also can substitute individual technical knowledge with strong internal relations, but strong customer relations are no substitute for individual knowledge about customers’ business models and processes. Formalization turned out to be a double-edged sword in the context of VOR development, while transformational leadership has positive effects only. The findings bear concrete implications for improving the selection, training, and work environment of solution salespeople.