Collective and individual forms of resistance in a public–private partnership: a case study of National Savings and Investments.

This paper examines resistance at National Savings, which operates on two levels: firstly, the collective actions of the trade unions and their members, and, secondly, individual recalcitrance on the shop-floor. It is argued that imposed organisational culture change has created more acrimonious employment relations. [ABSTRACT FROM AUTHOR]