Towards a Performative Theory of Resistance: Senior Managers and Revolting Subject(ivitie)s

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.

Resistance Redux

“…Three papers in this special issue also examine practices of hidden microresistance. Harding et al (2017) examine senior managers' micro-resistance in the context of the implementation of a new talent management strategy in the English National Health System (NHS). Drawing on Judith Butler's and Karen Barad's theories of performativity they argue that everyday micro-resistance can be understood as a reaction to the denial of one's self-hood or identity.…”

Towards a performative understanding of deservingness: Merit, gender and the BBC pay dispute

“…For Butler (2004), it is through this experience of recognition that we become constituted as social beings and here our analysis highlights some of the gendered power relations that operate through communicative and embodied displaysthe 'myriad of acts' (Butler, 1990, p. 330) and 'moment to moment iterations' (Harding, Ford, & Lee, 2017, p. 1213) through which the deservingly meritorious is constituted. Within our own context of the academy, embodied performances and 'face work' based on value judgements and beliefs about 'what matters' (Bell & Clarke, 2013) can help create a convincing (masculinized) image of the proficient academic worthy of reward.…”

‘Strategic (dis)obedience’: Female entrepreneurs reflecting on and acting upon patriarchal practices

“…We draw on organization studies literature that considers micro-emancipation a complex and dynamic phenomenon (Alvesson & Willmott, 1992;Collinson, 1999;Courpasson, 2000Courpasson, , 2016Courpasson & Dany, 2003;Dick, 2015;Fleming & Spicer, 2003;Harding et al, 2017;Iedema et al, 2006;Kamoche et al, 2014;Thomas & Davies, 2005).…”

“…By drawing on the organization studies literature, micro-emancipation is considered a complex and dynamic phenomenon (Collinson, 1999;Courpasson, 2000Courpasson, , 2016Courpasson & Dany, 2003;Dick, 2015;Fleming & Spicer, 2003;Harding et al, 2017;Iedema et al, 2006;Kamoche et al, 2014;Thomas & Davies, 2005). When individuals' identities and agency are constrained, they do not 'simply obey or reject' the discursive and material structures, but their compliance and micro-emancipation 'coexist together with other dynamic moments' (Iedema et al, 2006(Iedema et al, , p. 1126.…”

“…We borrow from the organizational studies literature on micro-emancipation, considering the complexities of understanding the nuances and forms of both micro-emancipation and compliance with discursive and material structures in organizational settings (Collinson, 1999;Courpasson, 2000Courpasson, , 2016Courpasson & Dany, 2003;Harding, Ford, & Lee, 2017;Iedema, Rhodes, & Scheeres, 2006;Kamoche, Kannan, & Siebers, 2014). Moreover, we centre the attention on the dynamic and ongoing process between dominators and dominated (Courpasson, 2000;Courpasson & Dany, 2003;Courpasson, Dany, & Clegg, 2012), where the latter actively rather than passively obey to organizational norms.…”