Abstract

This paper focuses on studying frames of mind, understood as those precognitive aspects that determine what an employee “can” or “cannot” do in an organizational context. We focus on the frame of mind known as resignation (Nietzsche, 1972), conceptualized as a weak, incapable and fictitious construction that the employer builds for him/herself. By doing so, s/he separates his vital strength 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 opening opportunities for employers’ actions, encouraging or restricting the reinvention of a new entrepreneurial setting. The article presents results from a case study using qualitative methodology. The information was gathered through partially structured, active interviews and focus groups. The analysis methodology is based on hermeneutics (Gadamer, 1977). As a conclusion, we found the existence of a management that intentionally seeks a resignation frame of mind and uses silencing practices as a means to maintain and reproduce such frame of mind.