Managing, managerial control and managerial identity in the post‐bureaucratic world

Purpose – 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. Design/methodology/approach – 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. Findings – 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. Originality/value – The paper raises important questions about the nature of management in post‐bureaucratic work environments and challenges the behaviourist competencies approach to developing managers.