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This work tackles the most intriguing type of reasoning which one may employ within the field of law. In addition to the merits and drawbacks of legal analogy, it discusses the orthodox approaches to it, together with their critical analysis, also posing challenges that these conceptions have difficulty in managing. As an alternative, the book advances an account of legal analogical reasoning that correlates well with the division into rational and intuitive thinking that occurs in contemporary psychology. By doing so, many of the unique properties of legal analogy which have been traditionally associated with it and which have often been difficult to explain become readily understandable. Moreover, the very source of the almost mystical faith in power and infallibleness of such analogy is revealed here, while this faith—astonishing or not—not only escapes condemnation, but is shown to be warranted from a scientific point of view. Finally, the book also presents vast scope of application, premises, schematic structures and factors able to influence the force of legal analogy.
This book addresses the question: how can institutions develop and maintain a good purpose? And how can managers contribute to this endeavour? Twelve contributions explore this question, using MacIntyrean inquiry as a basis for exploring four main themes: Can management be considered a practice in the MacIntyrean sense? What is the role of specific virtues in the development of a virtuous institution? What are management vices and what are the conditions in which they flourish? And, can we use MacIntyrean ideas to consider the management of all forms of institutions? The volume is an international and multidisciplinary collection, with contributions from well-known writers in the field of ma...
This book analyzes the foreign policy decision-making processes of Presidents John F. Kennedy, Lyndon B. Johnson, Richard Nixon, George H.W. Bush, George W. Bush, and Barack Obama during military intervention by way of contemporary foreign policy decision-making models (FPDMs).
The athlete development process spans from initial sport engagement to elite-level performance to effective career transition out of sport. This is a long and complicated process. Identifying and nurturing talent, fine-tuning sport skills, and maintaining high levels of performance over the course of a career requires many thousands of hours of training and, increasingly, the input and support of expert coaches and sport scientists. In this fully revised and updated new edition of the leading student and researcher overview of the development of sport expertise, a team of world-class sport scientists and professional coaches examine the fundamental science of skill acquisition and explore th...
Turn Your Great Idea into a Thriving Business! “A guide that sets first-time entrepreneurs’ feet in the right direction.” Geoffrey Moore, author, Crossing the Chasm “There are many books on entrepreneurship, but this is one of the few that will convert individuals to entrepreneurs.” Desh Deshpande, founder, Deshpande Center for Technological Innovation, MIT; chairman, A123 Systems; cochair, National Council for Innovation and Entrepreneurship About the Book: Are you among the many Americans who dream of starting a business but think you don’t know how? Help has arrived . . . For generations, Dartmouth College and the Tuck School of Business have influenced and driven global entre...
Studienarbeit aus dem Jahr 2007 im Fachbereich BWL - Offline-Marketing und Online-Marketing, Note: keine, Fachhochschule Erfurt, Sprache: Deutsch, Abstract: "Ein Mann kann zwischen vielleicht fünf Automarken wählen, die seinen Bedürfnissen und Möglichkeiten entsprechen. Er hat in seinem Leben die Wahl zwischen drei Ehefrauen. Dreimal, in Einzelfällen viermal, steht er einer Frau so nahe, dass Heirat ein Thema ist. Auch die Berufswahl ist durch seine Ausbildung und durch seine Affinitäten begrenzt: Vielleicht kommen sieben Berufe ernsthaft in Frage. Geht er in ein Restaurant, kann er zwischen fünf Hauptgerichten wählen. Fährt er nach Hause, wählt er zwischen zwei Routen. Aber: Jeden...