This paper argues that the two models of collective responsibility David Miller presents in National Responsibility and Global Justice do not apply to nations. I first consider the 'like-minded group' model, paying attention to three scenarios in which Miller employs it. I argue that the feasibility of the model decreases as we expand outwards from the smallest group to the largest, since it increasingly fails to capture all members of the group adequately, and the locus of any like-mindedness becomes too abstract and vague to have the causal force the model requires. I thereafter focus on the 'cooperative practice' model, examining various ways in which the analogy Miller draws between an employee-led business and a nation breaks down. In concluding I address the concern that my arguments have worrying consequences and suggest that, on the contrary, the rejection of the idea of national responsibility is a positive move
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