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  1. Eternal Life.John Wisdom - 1968 - Royal Institute of Philosophy Lectures 2:239-250.
    I Fear you will be disappointed in what I have to say. For I am going to talk about those who, though they have said ‘There is a way to eternal life’, have then gone on to explain that what they mean does not imply that there is a way to a life that endures for ever or even a life after death. It is plain that those who do this take from the words ‘There is a way to eternal (...)
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  • Philosophical Nationalism: Self-deception and Self-direction.John King-Farlow - 1978 - Dialogue 17 (4):591-615.
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  • Critical notice on Erwin and Fisher.Morris N. Eagle - 1983 - Philosophy of the Social Sciences 13 (3):335-346.
  • Two Neglected Classics of Comparative Ethics.G. Scott Davis - 2008 - Journal of Religious Ethics 36 (3):375-403.
    Mary Douglas's Purity and Danger and Herbert Fingarette's Confucius: The Secular as Sacred have had a continuous impact on cultural anthropology and the study of ancient Chinese thought, respectively, but neither has typically been read as a contribution to comparative religious ethics. This paper argues that both books developed from profound dissatisfaction with the empiricist presuppositions that dominated their fields into the 1970s and that both should be associated with the revival of American pragmatism that is currently driving a reinterpretation (...)
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  • The uses of moral talk: Why do managers talk ethics? [REVIEW]Frederick Bird, Frances Westley & James A. Waters - 1989 - Journal of Business Ethics 8 (1):75 - 89.
    When managers use moral expressions in their communications, they do so for several, sometimes contradictory reasons. Based upon analyses of interviews with managers, this article examines seven distinctive uses of moral talk, sub-divided into three groupings: (1) managers use moral talk functionally to clarify issues, to propose and criticize moral justifications, and to cite relevant norms; (2) managers also use moral talk functionally to praise and to blame as well as to defend and criticize structures of authority; finally (3) managers (...)
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