An investigation into resistance practices at an SME consultancy

Abstract

PurposePrior research emphasises that organisational founders have a good deal of influence in organisational development and, where information and communication technogies (ICTs) are involved, a generic strategy is usually deployed by managers in order to deal with any resistance that might occur. Cognisant of this, the authors investigated the role played by a managing director of a small to medium‐sized enterprise (SME) consultancy in an ICT project associated with organisational development.Design/methodology/approachThis study is based on an ethnography of an ICT related change management initiative which, theoretically, takes into account though from the social shaping of technology – specifically the idea that technologies in their broadest sense are subject to ongoing work beyond the design stage.FindingsThe authors argue that Markus' interaction theory of resistance still has relevance today and we extend it by emphasising the problem of homogenising users and downplaying their ability to appropriate resistance strategiesin situ.Research limitations/implicationsThe study is based upon one group of individuals' experiences. Further case studies of resistance success are required which further highlight how this is achieved and why.Practical implicationsThose engaged with organisational development projects need to be better educated as to the reasons for resistance, particularly positive ones, and the methods by which this might take place.Originality/valueThis study conceptualises strategies for “overcoming” resistance as managerial technologies. Conceptualising them in this way shows the deployment of such technologies to be a complicated and active process where the audience for such things are involved in how they are received and appropriated to suit differing agendas.