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Therapy Culture for the Business Class: Exploring How CEO Peer Groups Make and Legitimate Elite Cohesion

DSEID
DSEID-001-8968864
DOI
10.1111/1468-4446.70044
Journal
The British Journal of Sociology
Publisher
Wiley
Published
2026-1
Status
failed

Abstract

ABSTRACT In the current context of extreme economic inequality and rising concentrations of income and wealth at the top, the social processes through which elites restrict the wider population's access to resources and opportunities, and the role of exclusive organisations in maintaining cohesion among a select few, have important implications for social inequalities. Drawing on 41 semi‐structured interviews with wealthy members of the business class living in and around Manchester in northern England (21 of whom were members of a CEO peer group), I analyse how three social processes—homophily, structured reciprocity and therapeutic cultural resources –make and legitimate cohesion between members, as well as instances of when cohesion fails. In doing so, I explore how therapy culture has travelled upwards, to the executive and owning class, through CEO peer groups. I make the case that CEO peer groups represent a fruitful entry point into wider debates about class formation for the contemporary business class in the UK and, given their global scope, more broadly.

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Metadata

Title
Therapy Culture for the Business Class: Exploring How CEO Peer Groups Make and Legitimate Elite Cohesion
Delta ID
DSEID-001-8968864
Authors
Katie Higgins
Abstract source
crossref
Source URL
https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/1468-4446.70044
Access
open
Licence
cc-by
PDF SHA-256
TEI SHA-256
GROBID

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Record history

WhenEventFieldOldNew
2026-06-18 19:37:53.011249+00:00identifier_assignedDSEIDDSEID-001-8968864