Theorizing Resistance in Organization Studies

This article provides an overview and critique of the extant research on work-place resistance. It argues that much of this research has developed around an implicit duality of resistance and control. In other words, critical studies have highlighted either the growing ubiquity and subtlety of managerial control or have privileged workers’ abilities to carve out spheres of autonomy within these control mechanisms. It suggests that, in contrast to this implicit dualism of control and resistance, a dialectical approach better captures the notion of resistance and control as mutually constitutive, and as a routine social production of daily organizational life.