Twentieth International Conference on Knowledge, Culture, and Change in Organizations

Abstract

The focus of this study is on understanding the processes of subtle resistance. Theoretically, we focus on organisational change and resistance, subtle resistance, and resistance and power relations. The findings are based on a qualitative study that includes twenty in-depth interviews conducted with ethnic minority employees of Nigeran descent. The analysis reveals that subtle resistance occurs through three types of processes: (1) Adaptation process; (2) Value-oriented process; and (3) Mediation process. The study contributes to the literature by analysing the various processes of subtle resistance through which ethnic minority employees negotiate and rotate power with the dominant ethnic majority. It also shows that value-orientation and collective representation processes of subtle resistance have considerable influence on management decision-making. As part of the implications for organisations and Human Resource Management policies and practices, there should be a transparent and effective system of open communication for all employees.