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This article is the fourth in a special issue of the Journal of Ancient History, "Social Biographies of the Ancient World." It notes that the course of events put forth by 1 Maccabees, a composition that is clearly favorable to the Hasmonean dynasty, is remarkable: Jonathan does not seem to hurry to take control of the temple, which had been the main goal of his brother's previous wars. Moreover, the lack of a high priest, integral to the maintenance of the Judean cult and the source of previous troubles, does not seem to pose a problem. The narrative calls our attention to the processes by which Jonathan gained enough support to take the Judean high priesthood, which 1 Maccabees obfuscates. A look into the forms of capital accrued by Jonathan and the different fields in which they come into play in 1 and 2 Maccabees can expand our understanding of the historical process, in which a relatively minor figure prevails in the Hasmonean memory. [ABSTRACT FROM AUTHOR]

Many companies are currently investing in artificial intelligence (AI) because of its potential to increase customer satisfaction or financial performance. However, the success rates in implementing AI systems are low, partly due to technology-centric approaches that neglect work practices. This study draws on Bourdieu's theory of practice to highlight the potential power shift related to AI in customer relationship management, based on the concepts field, capital, and habitus. Two longitudinal case studies were conducted to understand the power shift related to AI implementation. These two AI systems were designed with the objective to support employees. However, subsequently, their implementation changed the balance of power with a significant shift towards more management control, resulting in a devaluation of employees' work practices. The paper discusses implications for theory and practice in terms of the discrepancies and power shifts following the introduction of AI systems to support customer relationship management. [ABSTRACT FROM AUTHOR]

This article focuses on the entrepreneurial and pro-social activities of William Rushworth II from 1897 to 1944. He inherited a family business modest in scale, which eventually became one of the largest music houses in the world. The Company business model incorporated entrepreneurial and pro-social activities. Our theoretical model shows the transmutability of the forms of capital and how they were utilised by William to identify productive opportunities in the music industry sub-field. Our findings show that converting cultural capital into economic capital was of prime importance to an entrepreneur operating within the cultural industries. Bridging social capital was vital to build links vertically and horizontally across the industry value chain to transform cultural capital into symbolic and economic capital. Intra-field habitus hybridisation was utilised to transfer practices within the different sub-fields of the cultural industries. William transformed his economic capital into social and cultural capital through his support and sponsorship of music and the arts. Business success led to appointments to prestigious organisations and entry into the field of power. [ABSTRACT FROM AUTHOR]

This article’s main aim is to propose a novel model explaining the continuous domination of identity issues in modern Polish political discourse. The model proposed here may also appear useful as an explanation of similar tendencies in some other Central European countries. It is based on a specific reading of the modern history of the region—one relying on a structural perspective and specifically using Pierre Bourdieu’s notion of a “field of power.” In conclusion, the article suggests that the perspective it proposes may challenge what it calls simplistic accounts of processes of long duration. [ABSTRACT FROM AUTHOR]

Although the business elites in western societies have a very privileged social background in common, there are substantial differences in the reproduction mechanisms and social trajectories leading to a position within this elite group. These differences are explored by comparing the career paths of the top 100 CEOs in Britain, France, Germany and Denmark. In France and Britain, this reproduction is mediated through degrees from elite universities. In Germany, the principle of admission is the incorporated cultural capital acquired through an exclusive bourgeois origin combined with any university degree. Elite universities also hold little importance for Danish top CEOs, partly due to the institutions’ historic decline; instead, reproduction is mediated through time spent in the economic field, placing the case of the Danish CEOs between that of their British and German counterparts. Specific trajectories of Danish executives, in particular sales people, are identified using Multiple Correspondence Analysis and cluster analysis. [ABSTRACT FROM PUBLISHER]

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Copyright of Kultura i Spoleczenstwo is the property of Instytut Studiow Politycznych PAN and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)