Abstract
This article explores the overrepresentation of management-level corporate participants in Discovery Channel Eco-Challenge (DCEC) as a suggestion of the emergence of a new class — or social group — habitus common to both `new' corporate culture and the adventure racing (AR) field. The current analysis, which examines the parallels between conceptualizations, perceptions and judgements of practice embedded in AR and `new' corporate discourses, has two aims: first, to uncover the practice-generating principle(s) (habitus) in the AR field; second, to explore the relationship between the AR and `new' corporate habitus through AR's purported benefit of `transferability'. Our qualitative analysis is based on participant observation and on 37 semi-structured interviews with AR participants.
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