- List of Figures
- List of Tables
- List of Contributors
- Texts and Times Mapping the Changing Study of Work and Organizations
- Labor Markets and Flexibility
- Organizations and the Intersection of Work and Family: A Comparative Perspective
- Gender, Race, and the Restructuring of Work: Organizational and Institutional Perspectives
- Skill Formation Systems
- Technology and the Transformation of Work
- Groups, Teams, and the Division of Labor: Interdisciplinary Perspectives on the Organization of Work
- Introduction: Unmanageable Capitalism?
- The Diffusion and Domestication of Managerial Innovations: The Spread of Scientific Management, Quality Circles, and TQM between the United States and Japan
- Managers, Markets, and Ideologies: Design and Devotion Revisited
- Human Resource Management
- Knowledge Management
- Industrial Relations and Work
- Labor Movements and Mobilization
- Resistance, Misbehavior, and Dissent
- Manual Workers: Conflict and Control
- Service Workers in Search of Decent Work
- What we know (And Mostly Don't Know) about Technical Work
- The Changing Nature of Professional Organizations
- Ports and Ladders: The Nature and Relevance of Internal Labor Markets in a Changing World
- Introduction: The Reorganised Economy
- Organizations and Organized Systems: From Direct Control to Flexibility
- Interfirm Relations as Networks
- Changes in the Organization of Public Services and their Effects on Employment Relations
- Understanding Multinational Corporations
- Corporate Restructuring
- Beyond Convergence and Divergence: Explaining Variations in Organizational Practices and Forms
Abstract and Keywords
The title of this article implies a continuum of oppositional workplace practices ranging from, through misbehavior, to dissent. This article gives a review of the disciplines that initially revealed this subject area. Not including the early consultancy studies, it is within the last fifty years that this subject area was even noticed, and it was well after this that it began to be seen as a field of study. There is no claim here that resistance, misbehavior, and dissent had entirely escaped attention before 1950, but, rather, there was little recognition of the range of related behavior that might be studied. Furthermore, this article gives a review of the main perspectives on this field of study today. It distinguishes four distinct perspectives: managerialist organizational behavior, labor process, post-structuralism, and feminism. Finally, it looks at resistance and misbehavior in different kinds of contemporary organizations.
David L. Collinson is Foundation for Management Education (FME) Professor of Strategic Learning and Leadership at Lancaster University Management School and Head of the Department of Management Learning. His research seeks to develop a critical approach to management studies and is informed in particular by post-structuralist debates on power/subjectivity and gender/masculinity. His recent books include Managing the Shop-Floor (2000), Men as Managers: Managers as Men (with Geoff Hearn, 1996), Managing to Discriminate (with David Knights and Margaret Collinson, 1990), and, forthcoming, Humour and Organisations (2005). email: email@example.com
Stephen Ackroyd is Professor Emeritus of Organizational Analysis at University of Lancaster and Honorary Professor at the University of Cardiff (where he now lives). He is perhaps best known for his work with Paul Thomson on organizational misbehaviour. His current research interests are in the reorganization of large British businesses.
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