Positioning Subjects and Objects: Agency,Narration, Relationality

When assumed by positions of dominance, the impersonal, analytical perspectives of scholar-narrators may serve to flatten, simplify, or render invisible the differences of constructed Others. Strategies of resistance necessarily correspond to where narrator-subjects enter relations of power. Without the presence of Others’ narrations, dominance can neither value newly visible subjective agency nor confront the complicity in its own subjectivity. Intersubjectivity suggests a dialogical process that utilizes differences in lived experience to reconceive relationality.     

On Making Sense (and Nonsense) of Heidegger

Herman Philipse's Heidegger's Philosophy of Being is an attempt to interpret, analyze, and ultimately discredit the whole of Heidegger's thought. But Philipse's reading of the texts is uncharitable, and the ideas he presents and criticizes often bear little resemblance to Heidegger's views. Philipse relies on a crude distinction between "theoretical" and "applicative" interpretations in arguing that Heidegger's conception of interpretation as a kind of projection ( Entwurf ) is, like the liar's paradox, formally self-defeating. But even granting the distinction, the charge of reflective incoherence is fallacious and question-begging. Finally, Philipse advances the astonishing "interpretive hypothesis" that the seemingly morbid existential themes in Being and Time were part of a deliberate "Pascalian strategy" to win converts to Heidegger's own idiosyncratic "postrnonotheist worship of Being." In short, notwithstanding its nearly comprehensive coverage of Heidegger's works, the book does not represent a sufficiently serious effort to understand the complexities and obscurities of Heidegger's thinking.     

THE ROLE OF AFFECT AND LEADERSHIP DURING ORGANIZATIONAL CHANGE

Based on multilevel data collected at 2 points in time, we examine the role of employees’ affective experiences in shaping their commitment and behavioral responses to both the initial (Time 1) and later (Time 2) phases of organizational change (12 months later). We also test the cross‐level effect of workgroup managers’ transformational leadership on their employees’ responses to change. We find strong support for predicted longitudinal relationships between employees’ affective experiences and their commitment and behavioral responses to change. In particular, employees’ positive and negative affect (NA) at Time 1 significantly predict both their commitment to change and the 3 dimensions (supportive, resistant, and creative) of behavioral responses at Time 2. Further, the effects of NA directly influence employee change commitment and behaviors at Time 2, whereas the long‐term effects of positive affect occur both directly and indirectly through commitment to change at Time 1. Finally, our results support the hypothesized role of workgroup managers’ transformational leadership in shaping employees’ affective reactions and commitment to change at the initial phase of change and thereby, their subsequent behavioral responses in the later phase. We discuss the implications for theory and practice in organizational change.     

Foucault and Familial Power

This paper provides an overview of Michel Foucault's continually changing observations on familial power, as well as the feminist‐Foucauldian literature on the family. It suggests that these accounts offer fragments of a genealogy of the family that undermine any all‐encompassing or transhistorical account of the institution. Approaching the family genealogically, rather than seeking a single model of power that can explain it, shows that far from this institution being a quasi‐natural formation or a bedrock of unassailable values, it is in fact a continually contested fiction that masks its own histories of becoming.