The Empire of Organizations and the Organization of Empires: Postcolonial Considerations on Theorizing Workplace Resistance

Recent management and organizational research has frequently noted the complex nature of workplace resistance, and commented upon the difficulties attending scholarly efforts to theorize resistance in organizations (Hodson, 1995; Jermier, Knights, & Nord, 1994a; Prasad & Prasad, 1998, 2000, 2001). The objective of this chapter is to explore the limits/margins of current management scholarship on workplace resistance by means of drawing upon certain aspects of resistance theory that have received attention in postcolonial theory and criticism. In so doing, the chapter seeks to direct scholarly focus toward new—and hitherto relatively unexplored— areas of complexity that may surround management researchers’ endeavors aimed at theorizing resistance in organizations. Toward that end, the chapter especially looks at two features often found in postcolonial theoretic meditations on resistance—(a) the notion of “unconscious resistance,” and (b) ideas of ambivalence, mimicry, hybridity, and so on and their significance for resistance—and examines the questions, issues, concerns, and dilemmas that they seem to raise for organizational scholars engaged in researching workplace resistance.