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  • RTD Accepted July 2016

    Rights statement: The final, definitive version of this article has been published in the Journal, Organization Studies, 38 (9), 2017, © SAGE Publications Ltd, 2017 by SAGE Publications Ltd at the Organization Studies page: http://journals.sagepub.com/home/oss on SAGE Journals Online: http://journals.sagepub.com/

    Accepted author manuscript, 490 KB, PDF-document

    Available under license: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License

  • Resistance through Difference Final 2017

    Rights statement: The final, definitive version of this article has been published in the Journal, Organization Studies, ? (?), 2017, © SAGE Publications Ltd, 2017 by SAGE Publications Ltd at the Organization Studies page: http://journals.sagepub.com/home/oss on SAGE Journals Online: http://journals.sagepub.com/

    151 KB, Word-document

    Available under license: CC BY: Creative Commons Attribution 4.0 International License

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Resistance through difference: the co-constitution of dissent and inclusion

Research output: Contribution to journalJournal article

Published
<mark>Journal publication date</mark>1/09/2017
<mark>Journal</mark>Organization Studies
Issue number9
Volume38
Number of pages24
Pages (from-to)1253-1276
Publication statusPublished
Early online date17/02/17
Original languageEnglish

Abstract

This article argues that discursive constructions of difference can shape practices of organizational resistance. Drawing on an inductive study of international teams in a global leadership programme, the paper reveals how difference is discursively produced and reproduced in team members’ talk. In conditions of normalizing control, the majority of teams engage in individuating practices that reinforce internal differences, preclude group cohesion and marginalize certain members. One team, however, explicitly resists programme stipulations in ways that express members’ heterogeneity and simultaneously reinforce group solidarity. Referring to these oppositional practices as ‘resistance through difference’, the article describes how dissent challenges the hierarchies and disciplinary practices embedded in the leadership programme, and theorizes the co-constitution of inclusion and resistance. By examining the construction of difference not as ‘a problem’, but as a productive resource, the paper also addresses the
generative outcomes of this managerial resistance. We argue that ‘resistance through difference’ is an important form of dissent that could well become more prevalent as globalized business processes expand.

Bibliographic note

The final, definitive version of this article has been published in the Journal, Organization Studies, 38 (9), 2017, © SAGE Publications Ltd, 2017 by SAGE Publications Ltd at the Organization Studies page: http://journals.sagepub.com/home/oss on SAGE Journals Online: http://journals.sagepub.com/