| Abstract: | ABSTRACT This article explores how managers, in the Call Centre of a Bank, (re)defined, and drew boundaries around ‘past’ cultural conditions, in relation to the introduction of a Business Process Reengineering (BPR) regime. Managers represented the ‘past’ negatively, in terms of conflict and coercion, whilst the ‘present’ was largely described as a Shangri‐La of teams and consensus. This eschewing of the ‘past’ and sublimation of the ‘present’ stood in opposition to the representations of the staff. Both the ‘staff’ and ‘managers’ seemed to reject or embrace discourses that challenged or coincided with their understanding of how things are or should be. In view of this, their understanding of the past/present is inseparable from a consideration of power and identity. The article examines the interplay between discourses and individuals, arguing that it is bound up with fear and anxiety, hope and aspiration, memory and nostalgia, among other, everyday life experiences. |
