This paper aims to contribute to the emerging perspective on organizational entrepreneurship by outlining how resistance to managerial policies and decisions can give birth to alternative organizational styles. Drawing on an in‐depth analysis of a personal narrative of an R&D team manager opposition to hierarchical decisions, we link studies on resistance and organizational entrepreneurship to suggest that active resistance, which we define as the capacity to live beyond managerial control to create spaces of creativity and solidarity and alternative modalities of work in an organizational context, can actually contribute to the entrepreneurial process.