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- W2909185890 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." @default.
- W2909185890 created "2019-01-25" @default.
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- W2909185890 date "2019-01-17" @default.
- W2909185890 modified "2023-10-16" @default.
- W2909185890 title "Concertive resistance: how overlapping team identifications enable collective organizational resistance" @default.
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- W2909185890 doi "https://doi.org/10.1080/14759551.2019.1566233" @default.
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