Abstract
This paper reviews employees’ resistance strategies to workplace bullying. The paper integrates the theoretical philosophies of Foucault’s (1977, 1982) power discourses, Scott’s (1985) resistance ideologies, and thirty-five in-depth interviews with employees working within the service sector, specifically, a college, motel, non-profit organization, and hospitals. The victims’ responses are thematically analyzed using a dialectic phenomenology paradigm to reveal a series of resistance responses ranging from retaliating, ignoring, quitting, avoiding, and successfully implementing anti-bullying interventions. In addition, interesting insights are proven on the detrimental impact of even non-confrontational resistance actions of employees to organizations. This study reinforces the importance of designing zero-tolerance bullying workplaces regardless of the products manufactured or services offered.
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