Toward a Critical Phenomenology of "Illegality": State Power, Criminalization, and Abjectivity among Undocumented Migrant Workers in Tel Aviv, Israel

Given the vast scope and magnitude of the phenomenon of so‐called “illegal” migration in the present historical moment, this article contends that phenomenologically engaged ethnography has a crucial role to play in sensitizing not only anthropologists, but also policymakers, politicians, and broader publics to the complicated, often anxiety‐ridden and frightening realities associated with “the condition of migrant illegality,” both of specific host society settings and comparatively across the globe. In theoretical terms, the article constitutes a preliminary attempt to link pressing questions in the fields of legal anthropology and anthropology of transnational migration, on one hand, with recent work by phenomenologically oriented scholars interested in the anthropology of experience, on the other. The article calls upon ethnographers of undocumented transnational migration to bridge these areas of scholarship by applying what can helpfully be characterized as a “critical phenomenological” approach to the study of migrant “illegality” (Willen, 2006; see also Desjarlais, 2003). This critical phenomenological approach involves a three‐dimensional model of illegality: first, as a form of juridical status; second, as a sociopolitical condition; and third, as a mode of being‐in‐the‐world. In developing this model, the article draws upon 26 non‐consecutive months of ethnographic field research conducted within the communities of undocumented West African (Nigerian and Ghanaian) and Filipino migrants in Tel Aviv, Israel, between 2000 and 2004. During the first part of this period, “illegal” migrants in Israel were generally treated as benign, excluded “Others.” Beginning in mid‐2002, however, a resource‐intensive, government‐sponsored campaign of mass arrest and deportation reconfigured the condition of migrant “illegality” in Israel and, in effect, transformed these benign “Others” into wanted criminals. By analyzing this transformation the article highlights the profound significance of examining not only the judicial and sociopolitical dimensions of what it means to be “illegal” but also its impact on migrants' modes of being‐in‐the‐world.     

THE RHETORIC OF DEMOCRACY IN INTERNATIONAL ON-LINE EDUCATION

On-line education has been heralded as the next democratizing force in education, particularly in higher education (Daniel 1996; Jones 1997). By opening access to populations which have not had access either because of geographical location, job status, or physical handicap, the rhetoric of on-line education suggests that this new technology will democratize education, breaking down the elitist walls of the ivory tower. However, it is not at all clear that the reality of implementing distance learning solutions have in fact any potential, much less actual value for democratizing higher education. Much the opposite, founded on the myth of the meritocracy, on-line education has the potential to exacerbate already intractable views of individual achievement through education as rectifying failures to meet disadvantaged populations' needs. This paper presents several cases of international on-line education and the rhetoric that surrounds its introduction. In some cases we are able to share stories of implementation of distance learning programmes or governmental promises made to those interested in distance learning. In each case, we attempt to tell a story that sheds light on the ways in which the noble goals of democracy are and aren't met in the harsh reality of on-line learning.     

Elite Interlocks in Three U.S. Sectors: Nonprofit, Corporate, and Government

This study traces elite interlocks between the economic, political, and civil sectors of the United States in the late 1990s. We assess integration and fragmentation through analyzing patterns of overlap and interaction among influential organizations and leaders in these sectors. Network analyses are conducted with UCINET 5 on the Elite Directors Database, a new data set composed of the directors/trustees for the largest organizations in the business and nonprofit sectors in addition to individuals holding positions on federal advisory committees. The complete data set contains individuals holding 3,976 seats from 100 businesses, 109 nonprofit organizations, and 98 government committees. The network structure reveals substantial linkages between organizations and elites within and across the three sectors. Major corporations and their directors are the best integrated in the intersectoral networks. In spite of the tremendous growth of the nonprofit sector, nonprofit organization linkages fail to offer compelling evidence of elite pluralism in the United States.     

Has the Price of Motherhood Declined Over Time? A Cross‐Cohort Comparison of the Motherhood Wage Penalty

Several recent studies have shown a negative association between motherhood and wages. However, an analysis of change over time in the motherhood penalty has not been conducted. Using two cohorts of young women drawn from the 1975–1985 National Longitudinal Survey of Young Women and the 1986–1998 National Longitudinal Survey of Youth, we explicitly test the relationship between motherhood and wages across two cohorts and examine whether that relationship has changed. Even after controlling for unobserved heterogeneity and human capital variables, each additional child is associated with a negative effect on women's wages. Moreover, our findings suggest that the penalty has not diminished over time.     

Use of risk assessment and life cycle assessment in decision making: a common policy research agenda.

Quantitative risk assessment (RA) and life cycle assessment (LCA) are both analytical tools used to support decision making in environmental management. They have been developed and used by largely separate groups of specialists, and it is worth considering whether there is a common research agenda that may increase the relevance of these tools in decision-making processes. The validity of drawing comparisons between use of the tools is established through examining key aspects of the two approaches for their similarities and differences, including the nature of each approach and contextual and methodological aspects. Six case studies involving use of each approach in public decision making are described and used to draw out concerns about using RA and LCA in this context. The following categories of concern can be distinguished: philosophical approach of the tools; quantitative versus qualitative assessment; stakeholder participation; the nature of the results; and the usefulness of the results in relation to time and financial resource requirements. These can be distilled into a common policy research agenda focusing on: the legitimacy of using tools built on a particular perspective in decision making; recognition and role of value judgments in RA and LCA; treatment of uncertainty and variability; the influence of analytical tools in focusing attention on particular aspects of a decision-making situation; and understandability of the results for nonspecialists. It is concluded that it is time to bring together the experiences of RA and LCA specialists and benefit from cross-fertilization of ideas.     

New information and social trust: asymmetry and perseverance of attributions about hazard managers.

It has been argued that news about negative events has a much stronger effect on decreasing social trust than does news about positive events on increasing it. This asymmetry principle of trust was investigated in two surveys that also investigated the perseverance of trust. The possibility that established trust attributions persevere in the face of new information raises questions about the limits of trust asymmetry. The two studies yielded evidence that both type of news (good versus bad) and initial general trust in the nuclear power industry or the food supply industry affected level of trust. Compared to individuals trusting the industry, those distrusting the industry exhibited less trust following both bad and good news events. Study I also found that judged informativeness and judged positiveness of news events were affected by type of news and general trust of the industry. Individuals low in general trust of the nuclear power industry judged both bad news and good news as less positive than did those high in general trust. Those low in general trust judged bad news as more informative than good news and than did those high in general trust. An important implication of the perseverance of trust is to focus attention on including not only the effects of information about specific events and actions, but also on the judgment processes underlying social trust. The Salient Value Similarity model is suggested as one way of accounting for these psychological processes.     

Agent or Steward: The Target CEO in a Hostile Takeover: Can a Condemned Agent be Redeemed?

This article examines the differences, tensions and overlaps between agency and stewardship theories of corporate governance. The context is a hostile bid for Blue Circle Industries, a FTSE 100 company, and the focus is upon its Chief Executive Officer’s actions in response. CEOs occupy a position of pivotal importance during such takeover bids, and it is salient to examine their resultant motivations and payoffs. While agency theory suggests that CEOs may act in self-interested ways, diverging from the interests of shareholders, ongoing stewardship theory sees CEOs as fundamentally honest and caring about their company and shareholders’ interests. The hostile bid is an opportunity for the target CEO to fight at any cost, or to act in the best interests of stakeholders.In examining the target CEO’s actions, this article suggests there is more complexity than these two theories acknowledge and the relationship between them is not one of simple opposition. The article identifies a framework for making sense of CEO/stakeholder relationships, and highlights the importance to boards of understanding how CEOs manage differential stakeholder pressures over time.