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.
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