In this paper I present findings from an ethnographic study of interaction patterns among members and workers in two Curves® franchises in different locations. Curves® International markets rationalized fitness programs for women. Using a mixed methodology of participant observation, staff interviews, and comparison of facilities' official data, I analyze these patterns in relation to the rules of the Curves® system and the possible factors that contribute to the observable differences across the two facilities. I argue that despite the corporate mandate for rapid and rationalized (McDonaldized) fitness, local Curves® organizational cultures and client preferences may constitute internal resistance to the McDonaldization process.

No abstract

No abstract

No abstract

No abstract