Organizations engage in nonviolent resistance for specific reasons beyond simple copying. This paper examines tactical choices among smaller groups involved in self-determination disputes from 1960 to 2005.
Why Focus on Organizations?※ Using new quantitative data at the organizational level reveals nuanced patterns of resistance not captured by studies focusing solely on mass campaigns.
Our novel argument suggests that limited capabilities, intense competition among movement actors, and varying resource needs create strong incentives for tactical diversification.â–¡ The findings demonstrate a complex interdependence between different nonviolent strategies rather than simple imitation.
Key Determinants:
※︎ Resource requirements differ significantly across tactics
※︎ Capability limitations restrict replication of certain methods
※︎ Intense competition drives innovation in nonviolent approaches
The empirical analysis shows a rich landscape of varied resistance strategies, revealing how organizations strategically adapt their actions.
| Strategies of Resistance: Diversification and Diffusion was authored by Kathleen Gallagher Cunningham, Marianne Dahl and Anne Frugé. It was published by Wiley in AJPS in 2017. |
