Chomsky and Lasnik (1993) argue convincingly that PRO has null Case, checked by nonfinite T, and suggest that this may explain PRO's narrow distribution. However, their analysis falls short of reaching this goal. Here, I refine the theory of null Case so as to fully account for the distribution of empty and lexical subjects of nonfinite clauses, concluding that this minimalist analysis is more explanatory than earlier ones based on the theories of binding and government. In particular, I argue that whether or not nonfinite T can check null Case depends crucially on its temporal properties and present a number of empirical arguments supporting this conclusion.
PurposeThe purpose of this paper is to explain how, in the future, the most successful business innovation efforts will balance analytical mastery and intuitive originality in a dynamic interplay that the author calls “design thinking.””Design/methodology/approachAs a useful way to think about how to do this the paper takes the reader step‐by‐step through the “knowledge funnel” concept.FindingsDesign thinking empowers the design of business, the directed movement of a business through the knowledge funnel – from mystery to heuristic to algorithm – and then the utilization of the resulting efficiency to tackle the next mystery and the next and the next.Practical implicationsThe apaper suggests that the velocity of movement through the knowledge funnel, powered by design thinking, is the most powerful formula for competitive advantage in the twenty‐first century.Originality/valueThe paper has a radical thesis: to advance knowledge, we must turn away from our standard definitions of proof – and from the false certainty of the past – and instead stare into the mystery of what could be.
In this paper, we look at the development of the set of core corporate social responsibility (CSR) theories in response to Friedman's ascendancy. We assess the impact of the current economic collapse on theories built on this dialectical framework. Finally, we suggest where we might find new theoretical underpinnings for the next generation of CSR that can meet the challenges not only of the current financial crisis, but the looming ecological and geopolitical crises.European Management Review (201 0) 7, 229-239. doi:lO.1057/emr.2010.18
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