ABSTRACT
Organizations as narrative construction suggest, some might say, require a context and that context will often be enforced change. Discourse, would be seen not simply as a linguistic device but as central to the 'social construction of reality'. From such discourses, therefore, arise the development of shared meaning and common identity for organization members. However, the resistance that may be occasioned in groups or individuals can become the focus of what M. Foucault described as 'reverse discourse' where minorities are made stronger and empowered by a hostile managerial discourse and work out their own explanation, interpretation and meaning in resistant evaluation. The chapter deals with R. Jacques' offering of the employee as a type of new social contract, a contract that made the managerial discourse of domination and control much easier to reinforce. The main loser would seem to be the dominant managerial discourse, which looks for organizational commitment and in return offers the benefits of the psychological contract.
