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'We can tell them to get lost, but we won't do that': Cultural control and resistance in voluntary work

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Original languageEnglish
Pages (from-to)55-75
Number of pages21
JournalOrganization Studies
Volume37
Issue number1
Early online date8 Sep 2015
DOIs
Publication statusPublished - Jan 2016

Abstract

Although cultural control and resistance in organizations have been widely researched, this has invariably been within the context of paid work. This paper examines how they operate within voluntary work, using the case of the Royal National Lifeboat Institution (RNLI). Here, volunteers undertake the dangerous work of sea rescues, working for local lifeboat stations. While the RNLI deploys standard techniques of cultural control, the combination of volunteering, localism and dangerous work creates the possibility of complex and ambiguous forms of resistance to cultural control, thereby extending our understanding of these phenomena.

    Research areas

  • civil society, cultural control, dangerous work, identity, non-profit organizations, organizational control, paid work, resistance, Royal National Lifeboat Institution, voluntary work, MANAGEMENT CONTROL, IDENTITY, FIRM, ORGANIZATIONS, SOCIALIZATION, MANAGERIALISM, CONSULTANCY, BUREAUCRACY, DISCIPLINE, VOLUNTEERS

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