- Copyright Page
- List of Figures
- List of Tables
- List of Contributors
- Researching Management Ideas
- The System of Management Ideas: origins, micro-foundations, and dynamics
- The Lifecycle of Management Ideas: innovation, diffusion, institutionalization, dormancy, and rebirth
- The Philosophy of Management Ideas
- Methods for the Study of Management Ideas
- Management Techniques
- Instrumental Understanding of Management Ideas
- Thought Leaders and Followers: the impact of consultants and advisers on management ideas
- Business Studies and Management Ideas
- Multinational and Transnational Organizations: the role of globalizing actors
- Business Media: from gatekeeping to transmediality
- Management’s Gurus
- The Consumers and Co-Producers of Management Ideas
- The Re-Adoption of Management Ideas: how they come, how they go, and why some come back
- The Persistence of Management Ideas: how framing keeps ‘Lean’ moving
- Evolving Management Ideas
- Popular Management Ideas
- Professional Structures and Practice Change: institutionalization processesin accounting and strategy
- Management Ideas as Standards
- Understanding and Analysing Resistance to Management Ideas
- Performance Implications of Management Ideas
- The (Geo-)Politics of Management Ideas: three moments in the trajectory of an instrument of power
- Management Ideas and the Social Construction of Organizations
- The Role of Family Firms in Corporate Sustainability
- Managing Public Service Professionals Under New Public Management
- Management Ideas in Everyday Life
- Changing the Critique: from critical management studies to activist scholarship
- Alternatives to Management Ideas
- New Directions for Research on Management Ideas
Abstract and Keywords
This chapter presents three approaches towards analysing workplace resistance to management ideas. The first (industrial relations) has primarily focused on union resistance. The second (labour process theory) considers individual and collective resistance in a context of antagonism between labour and capital. The third (post-structuralism) has sought to introduce subjectivity and identity into the analysis. The chapter gives a brief contextual sketch of resistance to management ideas before presenting the three approaches. It then considers ‘productive’ resistance, which suggests that resistance can facilitate organizational change, and examines whether this position can be considered to constitute a fourth approach. The authors conclude that it would be premature to do so because (1) it is under-explored, (2) it contains different strands, and (3) it shares similarities with previous approaches. Nevertheless, it helps to open up promising avenues for future research and some of these research directions in resistance to management ideas are considered.
Darren McCabe is Professor of Organization Studies in the Department of Organization, Work and Technology, Lancaster University, UK.
Sylwia Ciuk is Senior Lecturer in Organization Studies at Oxford Brookes Business School, Oxford Brookes University, UK.
Stephanie Russell is Senior Lecturer in the Human Resources and Organizational Behaviour Department in the Lord Ashcroft International Business School at Anglia Ruskin University, Cambridge, UK.
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