To provide a case study of a Belgian ministry, within the framework of the Copernicus reform.
The paper uses both interpretative and interactionist approaches and a range of research methods including a survey, involving a questionnaire and interviews, content analysis and some elements of speech analysis.
The paper confirms the hypothesis that an identities evolution is taking place following the implementation of new public management (NPM) principles in the Belgian federal service. Using two identity logics “public service,” relating to the principles and values associated with traditional public administration, and “public managerialism”, relating to the principles, values and representations linked to NPM, it distinguishes six identity profiles. These are characterised by their positioning according to two principles fidelity and reality. The conclusion is that organisational identity is complex, hybrid and composite and in constant evolution according to perceptions of reality and context
This adds to the literature on the change process in public organisations under the banner of new public management or modernisation. It illustrates that the change process results in multiple identities with implications for human resources management.
