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In this chapter, the authors shift between two overlapping positions, of both "being wrapped up in it" (Lieutenant Pelly's vignettes) as well as "being outside of it" (Frandsen's theoretical vignettes). They use storytelling vignettes of Duncan Pelly's deployment to Korea as a Human Resource officer of the US army, which is supplemented with theoretical vignettes designed to guide the reader to understand the evocative components of the narrative in the context of broader theories of resistance in organization studies. The authors draw upon a number of different definitions of resistance to illustrate its nuanced and complex nature. The autoethnography thus does more than conveying abstract, theoretical knowledge, and brings to the fore the important embodied and emotional knowledge needed for a more nuanced understanding of resistance in organizations. C. Doloriert and S. Sambrook describe such autoethnographies as "problematized and politicized autoethnography moving beyond a world of harmonious social order into a political radical world where dissensus and power conflicts prevail".

The relationship between emotions and identity work is well established, yet the dynamic between emotional dissonance and identity work remains under-researched in organizational studies. We explore this relationship in the context of organizational scandal, examining the required and experienced emotions of organizational members when 'working in the shadow of shame'. Drawing on an in-depth ethnographic study of Danske Bank collected at the peak of its money-laundering scandal, the article makes two contributions to the emerging interest in the intertwined nature of emotions and identity in organizations. First, we challenge the literature on emotional dissonance by demonstrating that employees do not attempt to resolve or reduce their emotional dissonance, but instead sustain it. Second, we advance the literature on identity work by showing how emotional dissonance can be understood as a trigger and resource for strategic and preferred identity work to maintain a positive social identity and self-identity.

We investigate organizational members' crisis sensemaking and construction of responsibility at the peak of a corporate scandal. We focus on those organizational members, who are not directly involved in the scandal but are still affected by it, as they are questioned about their collective and moral responsibility for being members of an organization that has engaged in wrongdoing. Our study is based on interviews with and observations of frontline employees and their managers at Danske Banke—a bank involved in a money laundering scandal of historical magnitude. We propose an antenarrative crisis sensemaking framework that enables us to contribute to the literature on crisis sensemaking in two significant ways. First, we advance existing knowledge on crisis sensemaking by focusing on the less visible, unfinished, fragmented, and polyphonic sensemaking of organizational members during a corporate scandal. Second, we demonstrate that organizational members at the peak of a scandal place responsibility in different timespaces as they construct others' and their own responsibility both retrospectively and prospectively.