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.