Abstract

This paper focuses on studying frames of mind, understood as those precognitive aspects thatdetermine what an employee “can” or “cannot” do in an organizational context. We focus on theframe of mind known as resignation (Nietzsche, 1972), conceptualized as a weak, incapable and ctitious construction that the employer builds for him/herself. By doing so, s/he separates his vitalstrength from him/herself and thereby becomes powerless. Our research examines the individual and shared implications that the resignation frame of mind may have, either by limiting or openingopportunities for employers’ actions, encouraging or restricting the reinvention of a newentrepreneurial setting. The article presents results from a case study using qualitative methodology.The information was gathered through partially structured, active interviews and focus groups. Theanalysis methodology is based on hermeneutics (Gadamer, 1977). As a conclusion, we found theexistence of a management that intentionally seeks a resignation frame of mind and uses silencingpractices as a means to maintain and reproduce such frame of mind