"Author! Author!" : Shakespeare and biography

Original article can be found at: http://www.informaworld.com/smpp/title~content=t714579626~db=all Copyright Informa / Taylor & Francis Group. DOI: 10.1080/17450910902764454Since 1996, not a year has passed without the publication of at least one Shakespeare biography. Yet for many years the place of the author in the practice of understanding literary works has been problematized, and even on occasions eliminated. Criticism reads the “works”, and may or may not refer to an author whose “life” contributed to their meaning. Biography seeks the author in the works, the personality that precedes the works and gives them their characteristic shape and meaning. But the form of literary biography addresses the unusual kind of “life” that puts itself into “works”, and this is particularly challenging where the “works” predominate massively over the salient facts of the “life”. This essay surveys the current terrain of Shakespeare biography, and considers the key questions raised by the medium: can we know anything of Shakespeare's “personality” from the facts of his life and the survival of his works? What is the status of the kind of speculation that inevitably plays a part in biographical reconstruction? Are biographers in the end telling us as much about themselves as they tell us about Shakespeare?Peer reviewe

The BaBar detector: Upgrades, operation and performance

Contains fulltext : 121729.pdf (preprint version ) (Open Access

Naming men as men: implications for work, organization and management

This paper seeks to contribute to the growing interest in naming men as men as part of a critical analysis of gendered power relations in organizations. The paper highlights the way in which men and masculinities are frequently central to organizational analysis, yet rarely the focus of interrogation. They remain taken for granted and hidden. Examining recent studies that contribute to a critical analysis of gendered power relations, we consider the growing interest in multiplicity, diversity and difference. In particular, we explore the issue of 'multiple masculinities' as well as some of the conceptual difficulties that surround it. Arguing for an approach which addresses the unities, differences and interrelations between men and masculinities, we suggest that critical studies of gendered power need to examine the management of organizations in much more detail. Highlighting five masculinities that seem to be routinely embedded in managerial discourses and practices, we conclude by advocating further research in this previously neglected area