Abstract
This article develops a performative theory of resistance. It uses Judith Butler’s and Karen Barad’s theories of performativity to explore how resistance (to organizational strategies and policies) and resistants (those who resist such strategies and policies) co-emerge, within and through complex intra-actions of entangled discourses, materialities, affect and space/time. The article uses empirical materials from a case study of the implementation of a talent management strategy. We analyse interviews with the senior managers charged with implementing the strategy, the influence of material, non-sentient actors, and the experiences of the researchers when carrying out the interviews. This leads to a theory that resistance and resistants emerge in moment-to-moment co-constitutive moves that may be invoked when identity or self is put in jeopardy. Resistance, we suggest, is the power (residing with resistants) to say ‘no’ to organizational requirements that would otherwise threaten to render the self abject.
| Language | English |
|---|---|
| Pages | 1209-1232 |
| Number of pages | 24 |
| Journal | Organization Studies |
| Volume | 38 |
| Issue number | 9 |
| Early online date | 2 Feb 2017 |
| DOIs | |
| Status | Published - 1 Sep 2017 |
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Keywords
- Barad
- Butler
- new materialism
- performativity
- resistance
- senior managers
ASJC Scopus subject areas
- Strategy and Management
- Organizational Behavior and Human Resource Management
- Management of Technology and Innovation
Cite this
Towards a Performative Theory of Resistance : Senior Managers and Revolting Subject(ivitie)s. / Harding, Nancy Helen; Ford, Jackie; Lee, Hugh.
In: Organization Studies, Vol. 38, No. 9, 01.09.2017, p. 1209-1232.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Towards a Performative Theory of Resistance
T2 - Organization Studies
AU - Harding,Nancy Helen
AU - Ford,Jackie
AU - Lee,Hugh
PY - 2017/9/1
Y1 - 2017/9/1
N2 - This article develops a performative theory of resistance. It uses Judith Butler’s and Karen Barad’s theories of performativity to explore how resistance (to organizational strategies and policies) and resistants (those who resist such strategies and policies) co-emerge, within and through complex intra-actions of entangled discourses, materialities, affect and space/time. The article uses empirical materials from a case study of the implementation of a talent management strategy. We analyse interviews with the senior managers charged with implementing the strategy, the influence of material, non-sentient actors, and the experiences of the researchers when carrying out the interviews. This leads to a theory that resistance and resistants emerge in moment-to-moment co-constitutive moves that may be invoked when identity or self is put in jeopardy. Resistance, we suggest, is the power (residing with resistants) to say ‘no’ to organizational requirements that would otherwise threaten to render the self abject.
AB - This article develops a performative theory of resistance. It uses Judith Butler’s and Karen Barad’s theories of performativity to explore how resistance (to organizational strategies and policies) and resistants (those who resist such strategies and policies) co-emerge, within and through complex intra-actions of entangled discourses, materialities, affect and space/time. The article uses empirical materials from a case study of the implementation of a talent management strategy. We analyse interviews with the senior managers charged with implementing the strategy, the influence of material, non-sentient actors, and the experiences of the researchers when carrying out the interviews. This leads to a theory that resistance and resistants emerge in moment-to-moment co-constitutive moves that may be invoked when identity or self is put in jeopardy. Resistance, we suggest, is the power (residing with resistants) to say ‘no’ to organizational requirements that would otherwise threaten to render the self abject.
KW - Barad
KW - Butler
KW - new materialism
KW - performativity
KW - resistance
KW - senior managers
UR - http://www.scopus.com/inward/record.url?scp=85028979540&partnerID=8YFLogxK
U2 - 10.1177/0170840616685360
DO - 10.1177/0170840616685360
M3 - Article
VL - 38
SP - 1209
EP - 1232
JO - Organization Studies
JF - Organization Studies
SN - 0170-8406
IS - 9
ER -