This article explores the persistent racialization of professional journalism, describing the implicit processes that define “mainstream” news as white media. We emphasize the whiteness of U.S. news as emanating from cultural practices of professional journalism and institutional forces shaping the journalistic field rather than simply the demographic characteristics of the newsroom workforce. In theorizing how news has been constructed as white, we describe the historical foundations of the cultural authority of news and point to how such racialized authority has always been subject to enduring challenge. We analyze the complex cultural and political challenges that the Black press in the United States has long represented to the power of white media and racism; the Black press represents an alternative practice of journalism, one that critiques traditional notions of objectivity and situates news as a voice for equality and social justice. We close by discussing the newly resurgent white nationalist media and recent controversies surrounding prominent black female journalists as examples highlighting the structural limitations of white professional news media. Ultimately, we seek to understand the emergent racial dynamics of the journalistic field and how objectivity and white racial power are challenged and reaffirmed in our contemporary mediascape.

The chapter summarizes key literature, including emerging ideas, that is pertinent to the question of how organizations and their leadership deal with and are resilient through criseshighlighting what works in surviving unexpected crises. The chapter presents an illustration of organizational response; it concludes with an analysis of what is missing from the literature and recommends a path forward to expanding actionable knowledge in this area. Multiple, interdependent factors that foster resilience are identified including (1) being sensitive to possible threatseven seemingly small failures, (2) not relying on simple interpretations of events but rather seeking diversity to create a complete view of the environment, (3) leadership that embraces communication, transparency, and continuous learning, (4) valuing expertise and allowing expert staff to make decisions during a crisis, and (5) a cultural commitment to a resiliency mindset that accepts failures as opportunities to learn and improve. Emerging concepts that may foster resilience but require more research include managing paradox, emotional ambivalence and diversity. Additional areas for fruitful research include: the impact of short-term versus long-term, or successive, crises; external versus internal shocks and the framing of the source of shocks; how crisis affect the pace of innovation and change; the role of diversity in organizational responses to crises; and a set of methodological opportunities to leverage natural experiments or simulations in ways that allow for longitudinal data illuminating the full cycle of crises across

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Marx's critique of capitalism remains foundational to the university social science curriculum yet little is known about how instructors teach Marx. In post-industrial, service-oriented economies, students are also increasingly disconnected from the conditions of industrial capitalism that animate Marx's analysis. Inspired by the discussion of how a piece of wood becomes a table in Marx's Capital Vol. 1., 'Our Table Factory, Inc.' simulates a diverse array of roles in the chain of production into and out of a table factory to understand key concepts: means/mode of production, use/exchange value, primitive accumulation wage/surplus labour, proletariat, bourgeoisie, alienation, false consciousness, commodity fetishism and communist revolution. We describe the exercise and present qualitative and quantitative assessment data from introductory sociology undergraduates across three small teaching-intensive universities in the United States. Findings detail the exercise's efficacy in fostering retention of material and in facilitating critical engagement with issues of inequality.

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