Abstract
Workplace resistance is conventionally regarded as the product of worker consciousness and intentionality. More recent studies of resistance have questioned this notion, seeing workplace resistance as emerging out of more spontaneous and non-calculative types of action. This paper examines the discursive production of routine resistance in an organization, showing how notions of employee intentionality and non-intentionality were categories through which resistance itself was produced. We look at an alleged case of sabotage, the enactment of “careful carelessness” and “dumb resistance” as complex discursive productions of both resistance and intentionality. We conclude with a brief discussion of implications for managerial control.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
