Los derechos humanos como un ideal social

Fil: Fiss, Owen M. Universidad de Yale. Escuela de Derecho. Connecticut, Estados Unido

Privacy in a time of terror

Desde 1967, la Corte Suprema de los Estados Unidos ha buscado proteger la privacidad de las llamadas telefónicas, requiriendo que el Gobierno obtenga de un juez una orden judicial autorizando la intercepción de una llamada. Para obtener esa orden judicial, el gobierno debía aportar las razones para creer que el objetivo de la intercepción había iniciado o iba a iniciar una actividad delictiva. Este artículo analiza los desarrollos de la era post 11 de septiembre –primero con una Orden del Ejecutivo y luego con una ley del Congreso– que eliminó este requisito y así comprometió la protección de la privacidadStarting in 1967, the Supreme Court of the United States has sought to protect the privacy of telephone calls by requiring the Government to obtain from a judge a warrant authorizing the interception of a call. To obtain such a warrant, the Government would have to set forth the reasons for believing that the target of the interception has engaged or was about to engage in criminal activity. This article traces the developments in the post-9/11 era – first by Executive Order and then by a Congressional Statute – that abrogated this requirement and thus compromised the protection of privacy

La guerra contra el terrorismo y el estado de derecho

La guerra contra el terrorismo -expresión política que se ha empleado para movilizar a la sociedad estadounidense hacia sucesivas guerras después de los ataques del 11 de septiembre- ha tenido consecuencias especialmente gravosas para Estados Unidos, pero muy especialmente para la Constitución y el imperio del derecho. En este artículo se revisan las políticas y prácticas que han puesto en entredicho el imperio del derecho en temas tan vitales y sensibles como la prohibición de la tortura, la privacidad de las comunicaciones entre privados, el debido proceso y las garantías procesales.  

Studying Configurations with QCA: Best Practices in Strategy and Organization Research

Qualitative Comparative Analysis (QCA) is increasingly applied in strategy and organization research. The main purpose of our essay is to support this growing community of QCA scholars by identifying best practices that can help guide researchers through the key stages of a QCA empirical study (model building, sampling, calibration, data analysis, reporting and interpretation of findings) and by providing examples of such practices drawn from strategy and organization studies. Coupled with this main purpose, we respond to Miller’s (2017) essay on configuration research by highlighting our points of agreement regarding his recommendations for configurational research and by addressing some of his concerns regarding QCA. Our article thus contributes to configurational research by articulating how to leverage QCA for enriching configurational theories of strategy and organization

Embracing Causal Complexity: The Emergence of a Neo-Configurational Perspective

Causal complexity has long been recognized as a ubiquitous feature underlying organizational phenomena, yet current theories and methodologies in management are for the most part not well suited to its direct study. The introduction of the Qualitative Comparative Analysis (QCA) configurational approach has led to a reinvigoration of configurational theory that embraces causal complexity explicitly. We argue that the burgeoning research using QCA represents more than a novel methodology; it constitutes the emergence of a neo-configurational perspective to the study of management and organizations that enables a fine-grained conceptualization and empirical investigation of causal complexity through the logic of set theory. In this article, we identify four foundational elements that characterize this emerging neoconfigurational perspective: 1) conceptualizing cases as set theoretic configurations; 2) calibrating cases’ memberships into sets; 3) viewing causality in terms of necessity and sufficiency relations between sets; and, 4) conducting counterfactual analysis of unobserved configurations. We then present a comprehensive review of the use of QCA in management studies that aims to capture the evolution of the neo-configurational perspective among management scholars. We close with a discussion of a research agenda that can further this neoconfigurational approach and thereby shift the attention of management research away from a focus on net effects and towards examining causal complexity