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

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 i...

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Vydané v:Organization studies Ročník 38; číslo 9; s. 1209 - 1232
Hlavní autori: Harding, Nancy Helen, Ford, Jackie, Lee, Hugh
Médium: Journal Article
Jazyk:English
Vydavateľské údaje: London, England SAGE Publications 01.09.2017
Sage Publications Ltd
Predmet:
Ability
Butler, Judith
Case studies
Discourses
Identity
Implementation
Interviews
Management
Materials
Organization studies
Organization theory
Organizational power
Performativity
Power
Resistance
Self concept
Senior managers
Strategic planning
Talent management
Theory
Barad
senior managers
new materialism
Butler
performativity
resistance
ISSN:0170-8406, 1741-3044
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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.
AbstractList 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.
Author Harding, Nancy Helen
Ford, Jackie
Lee, Hugh
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  givenname: Jackie
  surname: Ford
  fullname: Ford, Jackie
  email: n.h.harding@bradford.ac.uk
  organization: Bradford University School of Management, UK
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  givenname: Hugh
  surname: Lee
  fullname: Lee, Hugh
  organization: University of Bradford, UK
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senior managers
new materialism
Butler
performativity
resistance
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RelatedPersons Butler, Judith
RelatedPersons_xml – fullname: Butler, Judith
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Snippet 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...
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...
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StartPage 1209
SubjectTerms Ability
Butler, Judith
Case studies
Discourses
Identity
Implementation
Interviews
Management
Materials
Organization studies
Organization theory
Organizational power
Performativity
Power
Resistance
Self concept
Senior managers
Strategic planning
Talent management
Theory
Title Towards a Performative Theory of Resistance: Senior Managers and Revolting Subject(ivitie)s
URI https://journals.sagepub.com/doi/full/10.1177/0170840616685360
https://www.proquest.com/docview/1936706179
Volume 38
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