Splitting Difference: Psychoanalysis, Hatred and Exclusion

In this paper I will argue that the inclusion of certain aspects of psychoanalytic theory into sociological analysis can be particularly enlightening in specific areas of social research where traditional theory and practice have failed to explain phenomena satisfactorily. This is arguably the case in the explanation of hatred and exclusion, where powerful affective forces fuel racist discourse and support structures of discimination. This is not presented as an antithesis or critique of contemporary sociological methodologies, rather as an addition, a tool through which another dimension of exploration is added to give a greater understanding of conflict arising in social life. This paper seeks to reveal the affective forces that shape motivation in everyday life, influencing social structure and leading to the maltreatment of people because of their 'otherness'.     

The Relationship Between Peer Victimization and Children's Humor Styles: It's No Laughing Matter!

This study assessed the concurrent and prospective (fall to spring) associations between peer victimization and four humor styles, two of which are adaptive (affiliative and self‐enhancing) and two maladaptive (aggressive and self‐defeating). Participants were 1234 adolescents (52 percent female) aged 11–13 years, drawn from six secondary schools in England. Self‐reports and peer reports of peer victimization were collected, as were self‐reports of humor styles. In cross‐sectional analyses, peer victimization was associated with all four humor styles, most strongly with self‐defeating and affiliative humor. Across the school year, peer victimization was associated with an increase in self‐defeating humor and a decrease in affiliative humor (and vice‐versa). These results have implications for models of humor development and how we understand the continuity of peer victimization.     

Beyond (But Including) the CEO: Diffusing Corporate Social Responsibility throughout the Organization through Social Networks

Chief Executive Officers and other organizational leaders can affect how corporate social responsibility initiatives are perceived in their organizations. However, in order to be successful with regard to promoting CSR, leaders need to have strong network competencies and to move beyond charismatic leadership. In this paper we offer a critique of charismatic leadership as it relates to CSR, posit that the intellectual stimulation brought about by transformational leadership is more important in this regard, propose that internal and networking is a leadership competence highly relevant to CSR, and emphasize the importance of working through highly credible opinion leaders in promoting CSR.