Abstract

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.

摘要

本文重点介绍威廉·拉什沃思二世 (William Rushworth II) 从 1897 年到 1944 年的创业和亲社会活动。他继承了规模不大的家族企业，最终成为世界上最大的音乐屋之一。公司的商业模式结合了创业和亲社会活动。我们的理论模型展示了资本形式的易变性，以及 William 如何利用它们来识别音乐产业子领域的生产机会。我们的研究结果表明，将文化资本转化为经济资本对于在文化产业内经营的企业家来说至关重要。桥接社会资本对于在整个行业价值链中建立纵向和横向联系以将文化资本转化为象征性和经济资本至关重要。场内惯习杂交被用来在文化产业的不同子领域内转移实践。威廉通过他对音乐和艺术的支持和赞助，将他的经济资本转化为社会和文化资本。商业上的成功导致对著名组织的任命和进入权力领域。