McKenna, SteveGarcia-Lorenzo, LuciaBridgman, Todd2010-11-262010-11-262010McKenna, S., Garcia-Lorenzo, L. and Bridgman, T. (Eds.). 2010. Managing, managerial control and managerial identity in the post-bureaucratic world. Journal of Management Development, 29(2), pp. 128-136.http://hdl.handle.net/10315/6309https://doi.org/10.1108/02621711011019260Purpose - 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.enAttribution-NonCommercial 4.0 International (CC BY-NC 4.0)CompetencesControlManagerialismArticle