Downsizing, delayering, corporate liposuction, lean manufacturing,
empowerment, knowledge management and networked organization have shaken
traditional assumptions about management to their foundations.
Postmodern conditions have fragmented established identity resources and
created a crisis of managerial self-confidence. Drawing on detailed
qualitative studies and theory on gender and power to explore the impact
of recent changes on managers' identities and their responses in
constructing new and multiple identities, Managing Identity develops
much needed models for evaluating shifts from modern to postmodern
management and new managerial subjectivities.