The purpose of this paper is to provide an overview of the issues involved in managerial control and managerial identity in relation to the idea of a post‐bureaucratic organization. In addition it introduces the papers in this special issue.
The paper identifies the increasing complexity of issues of managerial control and managerial identity that arise from the idea of a post‐bureaucratic organization and post‐bureaucratic working practices, such as flex‐work and project management.
The paper suggests that the form and nature of managerial control and managerial identity are constantly evolving and in a state of flux as a consequence of processes of (de)bureaucratization and (re)bureaucratization.
The paper raises important questions about the nature of management in post‐bureaucratic work environments and challenges the behaviourist competencies approach to developing managers.
