Rom Harré criticizes critical realism for ascribing causal powers to social structures, arguing that it is human individuals, and not social structures, that possess causal powers, and that a false conception of structural causation undermines the emancipatory potential of critical realism. I argue that an interpretation of the category of process as the spatio-temporalization of the category of structure, which underpins much evolutionary theory, provides the conceptual tools to explain how the critical realist transformational model of social activity can escape (...) from Harré’s criticism, leading to a general conception of social development within which various types of evolutionary processes can be identified as particular cases. I then argue that Tony Lawson’s PVRS model provides an evolutionary perspective that enables the conceptualization of coercive power as selective pressure. (shrink)

In this article I address the question of whether corporations should be considered as part of the basic structure of society as defined in Rawls’s Theory of Justice. To do so, it becomes necessary to understand which institutions are crucial for defining Rawls’s basic structure of society. I will argue that a social ontology aimed at understanding how human institutions influence various aspects presupposed in Rawls’s basic structure of society can help addressing this topic. To do so, I shall draw (...) upon the social ontology elaborated by Searle, who follows an approach that is particularly suitable for showing how Rawls’s basic structure of society already contains an institutional setting that must take corporations into account in its very formulation, due to the implications of the activities of the corporation for distributive justice. (shrink)

In this article I draw upon the social ontologies developed by John Searle, Roy Bhaskar, Margaret Archer and Tony Lawson in order to distinguish between power and leadership. To do so, I distinguish the different organizing principles behind natural phenomena, collective phenomena and institutional phenomena, and argue that an understanding of those different organizing principles is essential to a clearer conceptualization of power and leadership. Natural power and cultural power, as I argue, depend upon the organizing principles of natural phenomena, (...) and differ depending on whether those organizing principles have been transformed by humans, in which case it becomes cultural power, or not, in which case it simply is natural power. Leadership emerges with the ability of making other humans share mental states through collective intentionality. Institutional power, in contrast, is connected to the creation of a deontology of rights and obligations that provide what Searle calls desire-independent reasons for action. (shrink)

Journal for the Theory of Social Behaviour, EarlyView.