In the service of a higher good: Resilience of academics under managerial control

Abstract

This article extends the literature of resistance in organisational settings by examining the forms and sources of resistance that endure even in the face of successive adversities. This article characterises such resistance as resilience and elaborates on this concept empirically in the university context by showing how academics find new ways to maintain and promote their professional agendas despite successive, unpredictable managerial interventions typical of the contemporary university. In our analysis, we identify three forms of resilience – protective, independent, and adaptive – each of which draws on specific professional values that we term constitutive goods. The focus on constitutive goods highlights the moral grounding of resistance that comes into play, especially in situations in which the actors have something fundamentally valuable at stake, and which they feel compelled to defend. Moreover, resilience extends the focus beyond situated resistance tactics to a process geared towards protecting constitutive goods against control over the long term.

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