Organisations in the information technology enabled services sector have been very successful in using exclusivist and inclusivist strategies to keep unions at bay. These strategies have reinforced the notion of culturalism that aims at winning the "hearts and minds" of employees, by managing what they think and feel, and not just how they behave. The objective is to illustrate how these management strategies play out in call centres in India. The article is based on interviews carried out with call centre employees in Bangalore.
