The primary purpose of this article is to review what has become ‘the resistance debate’ among critical scholars of work and organization, and to extract from that theory and practice some assessment of contemporary dissenting behaviours in the workplace. While criticizing tendencies to see resistance as nowhere or everywhere, the article evaluates the impact that changes in managerial regimes have on traditional oppositional practices, and discusses the new spaces for innovative labour agency.
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Paul Thompson (2016) studied this question.
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