ABSTRACT

This study describes how overlapping sources of identification allow organizational members to resist managerial influence collectively in the absence of overt talk or leadership communication – labeled here concertive resistance. Concertive resistance is exercised by organizational members according to a set of core group-level values which challenge, invert, or disrupt top-down control. Concertive resistance extends Barker’s [1993. “Tightening the Iron Cage: Concertive Control in Self-managing Teams.” Administrative Science Quarterly 38 (3): 408–437] concept of concertive control by explaining how team-level resistance is also attributable to team-level control. Through an ethnography of an American university football team, this study reveals how multiple and overlapping sources of identification produced a team’s spontaneously and collective resistance, without the aid of overt resistance leadership. The essay contributes to the resistance literature by using Unobtrusive Control Theory to explain how group-level resistance is accomplished through control.

摘要

这项研究描述了重叠的识别源如何使组织成员在没有公开谈话或领导沟通的情况下集体抵抗管理层的影响-此处标记为协同抵抗。组织成员根据一组挑战，反转或破坏自上而下的控制的核心价值观来行使一致的抵抗。协奏抗拒扩展了Barker [1993年。“拧紧铁笼：自我管理团队的协调控制。” 行政科学季刊38（3）：408–437]通过解释团队水平的抵制也归因于团队水平的控制来实现一致控制的概念。通过美国大学橄榄球队的人种志，这项研究揭示了在没有公开抵抗领导的帮助下，多重和重叠的识别来源如何导致球队自发和集体抵抗。这篇文章通过使用抗干扰控制理论来解释抵抗力的文献，以解释如何通过控制来实现群体层面的抵抗力。