Resisting change from within and without the Organisation.

Purpose - The purpose of this paper is to contribute further to our understanding of why and how employees resist workplace change. Building on previous studies exploring the link between worker subjectivity and workplace change, the paper highlights both the spatial and temporal dimensions of tactics of resistance.Design/methodology/approach – The paper draws on case study evidence from an Australian credit union that had implemented significant changes to its service strategy, and identifies employee responses to these changes.Findings – The case study identifies the way in which tradition and place can be discursive resources with which employees resist changes to work practices and roles which threaten to disrupt workplace and gender identities.Originality/value – To date the literature has focused on tactics of resistance that draw on temporal and spatial narratives from inside the organization. This paper extends our understanding by showing how individuals also draw on narratives from outside the organization to resist workplace change