“…The purpose of this paper was to examine if and how actors can perform resistance in oppressive systems that thwart resistance in order to enhance our understanding of how organizational members can suspend (at least temporarily) structures and rules in organizational settings. We chose the case of the 1914 Christmas Truce, which surprisingly lacks treatment by organization theorists, although the discipline has explored the theme of Christmas (Hancock, 2016; Rosen, 1988), demonstrated a persistent fascination with resistance (Mumby et al, 2017) and examined the dynamics of truces in organizations (Wiedemann et al, 2018; Zbaracki & Bergen, 2010). As an organizational process a truce represents an extreme (Eisenhardt & Graebner, 2007; Pettigrew, 1990) and unconventional case (Bamberger & Pratt, 2010) with which to extend organizational theory (Hällgren, Rouleau, & de Rond, 2017) because deviation from the normal challenges taken-for-granted assumptions (Clegg, Courpasson, & Phillips, 2006) and promotes collection of rich information (Stinchcombe, 2005).…”