“Worky tickets”: exploring dissent at work

Abstract

Purpose

The purpose of this paper is to chart the process of culture change within Durham National Savings, both before and after the public‐private partnership (PPP) of the organisation, and to examine dissent – in its many forms – as a dimension of employee resistance.

Design/methodology/approach

In‐depth semi‐structured interviews were conducted with trade union representatives and shop‐floor employees. Senior management declined all offers to participate in the research.

Findings

Despite managerial attempts to generate a homogenous culture, the organisation consisted of an array of subcultures. Yet dissent became more pointed and political after the PPP of the organisation. In combination with trade union resistance, workplace dissent challenges and destabilises managerial efforts at usurping organisational cultures.

Originality/value

The theoretical contribution of the paper is important as it moves beyond traditional forms of resistance to examine opaque and emergent forms of dissent at the subterranean level. The changing nature of such actions and attitudes are examined in the context of managerial attempts to transform the culture of the organisation. Whilst there are overlaps around the notions of misbehaviour, dissent and resistance, a fresh and extended definition of workplace dissent is offered.

Citation

Smith, A. (2009), "“Worky tickets”: exploring dissent at work", Qualitative Research in Accounting & Management, Vol. 6 No. 1/2, pp. 14-25. https://doi.org/10.1108/11766090910940638