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This chapter examines the connections between race and class divisions and examines how they shape racial inequities in the distribution of resources, power and privilege. Throughout history, racial identity has been a key factor in determining a person's position in modern capitalist societies. As such, issues of race and class have preoccupied sociologists and other scholars with diverse ideological orientations. This is highlighted in debates around the nexus of race and class in the production of racial structures, laws and institutions that legitimate and perpetuate the normalisation and centrality of whiteness. This chapter summarises some of the historical and ongoing debates, providing a synthesis of how race and class divisions continue to shape contemporary intergroup relations and social policy. It delves into racial capitalism and how race intersects with other social identities to determine socio-economic hierarchy in many western countries.

Social movements are made up of organized groups and individuals working together to accomplish shared objectives. Under what circumstances do active groups build and break their coalitions? Five conditions have been identified in the literature as influencing coalition formation: common identity, resources, organizational structure, historical connection, and institutional setting. Whereas coalition dynamics within a movement wave are best understood in terms of institutional opportunities and threats, further research is needed to determine how and to what extent these contextual elements influence coalitions. This chapter examines how threats posed by indiscriminate and selective repression affect the shape and structure of interorganizational coalitions during the 2019 Anti-Extradition Law Amendment Bill (Anti-ELAB) protests in Hong Kong. The analysis relies on an original political event dataset and an organization-event network dataset. These datasets were produced utilizing syntactic event coding techniques based on Telegram posts, which Hong Kong protesters used to distribute information, plan future actions, and crowdsource news. Furthermore, Telegram provides detailed information about state activities, event-level coalitions, and violent groups, which is difficult to access from other sources. This study investigates the coalition networks across the movement's four stages, each of which was marked by a particular type and degree of repression. The findings indicate that indiscriminate and selective repression have varied effects on coalition networks. A wide coalition disintegrates as a result of indiscriminate repression. Selective repression, however, leads to the formation of coalitions around activist groups targeted by repression.

Mohammad Azharuddin's arrival in professional cricket served, to quote Karl Marx, as a reform of consciousness that awakened the sport ‘from its dream about itself’. His expertise with the bat invoked the wide expanse of human sensorium, provoking reactions of shock and admiration among observers. In this chapter, I examine Azharuddin's life in cricket and public through a dialectical probing of the relationship between shock and aesthetics. Azhar and cricket appear as a productive terrain to carry out the analysis, as it pushes the possibility of what or who can be considered as a valid subject for theoretical scrutiny. Taking cues from Walter Benjamin and CLR James, I theorise the shock effects created by a cricketer most unusual. From his wristy wizardry with the bat to his appointment as captain of the Indian men's cricket team during the rise of Hindu nationalism in the country, Azharuddin's presence and popularity extended beyond the boundaries that are often imposed on a sportsperson. Through his involvement in the match-fixing scandal that was exposed at the turn of the 21st century, Azhar (the name by which he was popularly known) challenged the mores of a game that had emphasised Victorian notions of purity on and off the field. For the purposes of this chapter, I discuss how Azhar constructed a bodily discourse that pushes us to reassess our very notions of art and aesthetics.

Hazel Kyrk’s contribution is the most advanced formulation of the economics of consumption as a social phenomenon, an approach to the analysis of consumption that, originated from Veblen’s theory, was developed in the US in the early 20th century. This approach was part of a wider stream of empirical analyses of consumption expenditure that had begun more than a century earlier.

Along with elements that can be traced back to the neoclassical tradition, in Keynes’ analysis of consumption, we find original elements. The dependence of consumption expenditure on the level of income, which is essential for asserting the principle of effective demand, can also be found in a long tradition of empirical studies. In qualifying this relationship, Keynes uses theoretical elements echoing key insights of the economics of consumption as a social phenomenon. There is no documentary evidence that Kyrk or the economics of the social relevance of consumption came to Keynes’ attention. It is possible, however, to develop reasonable speculative considerations to argue a link between Keynes’ elaboration and both the empirical literature on the determinants of consumption and the economics of consumption as a social phenomenon.

This chapter introduces classical ideas of leadership, from Homer's Iliad and Odyssey and Xenophon's Anabasis, posing questions that challenge the ethical and value-based stance of the contemporary literature on authentic leadership. Do leaders in all spheres need to be versatile in the classical sense? Is the use of ruses legitimate if they succeed? Do literature and history provide greater insight into the execution of leadership than conventional business school courses? Pieper urges researchers to investigate the qualities that a leader needs and the values espoused by proponents of authentic leadership and what coherent theory that recognises the leadership imperatives exemplified by the heroic classical accounts could replace the model of authentic leadership.