Manufacturing Resistance: Rationalizing the Irrationality of Managerial Control on the Shop Floor in a US Medical Electronics Factory

Juravich (1985) asserts that the organization of US industrial manufacturing is irrational as well as appearing chaotic from the workers’ viewpoint because of management’s refusal to integrate the workers’ knowledge into the production process. Because of this, Juravich argues, if and when the workers’ knowledge is integrated into the production system, the workers no longer will experience “chaos on the shop floor.” Extending Devinatz’s (1993) analysis in response to Juravich, this article argues that workers use resistance as a logical strategy for rationalizing what they perceive to be the irrationality of the shop floor. Utilizing Kusterer’s (1978) work, I argue that the use of many, but not all, resistance strategies constitutes a type of “survival knowledge” acquired and used by workers in response to managerial control. I maintain that these strategies constitute a special type of workplace resistance which I refer to as “pure and simple resistance.”