One of the unique aspects of the religious profession is the high percentage of those who claim to be "called by God" to do their work. This call is particularly important within African American Christian traditions. Divine Callings offers a rare sociological examination of this markedly understudied phenomenon within black ministry. Richard N. Pitt draws on over 100 in-depth interviews with Black Pentecostal ministers in the Church of God in Christ-both those ordained and licensed and those aspiring-to examine how these men and women experience and pursue "the call." Viewing divine calling as much as a social process as it is a spiritual one, Pitt delves into the personal stories of these individuals to explore their work as active agents in the process of fulfilling their calling. In some cases, those called cannot find pastoral work due to gender discrimination, lack of clergy positions, and educational deficiencies. Pitt looks specifically at how those who have not obtained clergy positions understand their call, exploring the influences of psychological experience, the congregational acceptance of their call, and their response to the training process. He emphasizes how those called reconceptualize clericalism in terms of who can be called, how that call has to be certified, and what those called are meant to do, offering insight into how social actors adjust to structural constraints.

One of the unique aspects of the religious profession is the high percentage of those who claim to be "called by God" to do their work. This call is particularly important within African American Christian traditions. Divine Callings offers a rare sociological examination of this markedly understudied phenomenon within black ministry. Richard N. Pitt draws on over 100 in-depth interviews with Black Pentecostal ministers in the Church of God in Christ-both those ordained and licensed and those aspiring-to examine how these men and women experience and pursue "the call." Viewing divine calling as much as a social process as it is a spiritual one, Pitt delves into the personal stories of these individuals to explore their work as active agents in the process of fulfilling their calling. In some cases, those called cannot find pastoral work due to gender discrimination, lack of clergy positions, and educational deficiencies. Pitt looks specifically at how those who have not obtained clergy positions understand their call, exploring the influences of psychological experience, the congregational acceptance of their call, and their response to the training process. He emphasizes how those called reconceptualize clericalism in terms of who can be called, how that call has to be certified, and what those called are meant to do, offering insight into how social actors adjust to structural constraints.

Starting a new organization is risky business. And churches are no exception. Many new Protestant churches are established without denominational support and, therefore, have many of the same vulnerabilities other startups must overcome. Millions of Americans are leaving churches, half of all churches do not add any new members, and thousands of churches shutter their doors each year. These numbers suggest that American religion is not a growth industry. On the other hand, more than 1000 new churches are started in any given year. What moves people who might otherwise be satisfied working for churches to take on the riskier role of starting one? In Church Planters, sociologist Richard Pitt uses more than 125 in-depth interviews with church planters to understand their motivations. Pitt's work endeavors to uncover themes in their sometimes miraculous, sometimes mundane answers to the question: "why take on these risks?" He examines how they approach common entrepreneurial challenges in ways that reduce uncertainty and lead them to believe they will be successful. By combining the evocative stories of church planters with insights from research on commercial and social entrepreneurship, Pitt explains how these religion entrepreneurs come to believe their organizational goals must be accomplished, that they can be accomplished, and that they will be accomplished.