Interim management utilisation, firm flexibility and its impact on firm performance

Isidor, Rodrigo; Schwens, Christian; Kabst, Rüediger

doi:10.1504/ijhrdm.2014.069327

Cited by 7 publications

(2 citation statements)

References 37 publications

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“…The assignment is, therefore, largely dependent on organizational prerequisites such as change readiness (Högman & Pontusson, 2015), general agility (Schechowiz & Sumilo, 2019) and support for the change by subordinates and management colleagues (Vorst, 2009). However, in terms of firm flexibility (Atkinson, 1984), two studies have provided some support that the utilization of IMs increases financial and numerical firm flexibility, which, in turn, has an impact on organizational performance (Bruns & Kabst, 2005;Isidor, Schwens & Kabst, 2014).…”

Section: Invisible Outcomesmentioning

confidence: 99%

The interim manager – a catalyst for organizational learning?

Rubin

Ohlsson

2022

TLO

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Purpose Interim managers (IMs) are consultants who take on managerial positions during limited periods to perform changes, handle crises or cover vacancies. The increasing use of these short-term outsiders shapes new conditions for organizational learning in contemporary work life. The purpose of this paper is to contribute to research-based knowledge and theoretical understanding of the relationship between interim management and organizational learning. Design/methodology/approach The paper presents a literature review on interim management published within the years 2000–2020 and analyzes it through the lens of organizational learning. Findings An interim management assignment is characterized by a period of uncertainty, a limited time frame, knowledge from the outside and rather invisible outcomes. The concepts of shared mental models, dialogue, knowledge creation and organizational culture shed light on possibilities and constraints for organizational learning in these arrangements. The findings highlight the IM’s position as central for transforming the organizational culture, put a question mark for the establishment of the IM’s knowledge, show the need for defining outcomes in terms of learning processes and indicate tensions between opportunities for dialogue and the exercise of power. Originality/value The study provides a new conceptual understanding of interim management, laying the foundation for empirical studies on this topic from an organizational learning perspective.

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Section: Invisible Outcomesmentioning

confidence: 99%

The interim manager – a catalyst for organizational learning?

Rubin

Ohlsson

2022

TLO

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“…Research indicates that this theoretical tension results in practical challenges. PIMs provide companies with valuable skills and knowledge (Isidor et al, 2014). Interim management can be a lucrative arrangement and many PIMs often compete for the same job.…”

Section: Introductionmentioning

confidence: 99%

The liability of outsiderness: professional interim managers and their on-the-job challenges

Flatøy

2024

JOEPP

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PurposeOrganisations increasingly rely on professional interim managers (PIMs), i.e. independent contractors who perform managerial work. These managers, who are usually very experienced and skilled, could help organisations drastically improve their performance. However, research has found that they often fail to do so, indicating that PIMs face unique on-the-job challenges that challenge their capability to be effective managers. In the study reported in this paper, I explored PIMs’ on-the-job challenges and how they overcome them. To better understand the various on-the-job challenges, I developed the concept of the liability of outsiderness.Design/methodology/approachI applied an exploratory approach and conducted 32 interviews with 21 PIMs.FindingsI uncovered three on-the-job challenges common and unique to PIMs – communicating the contract status and contract period, being quick off the mark and attaining power – and the ways they overcome these challenges.Practical implicationsThis paper reports findings and theory that provide several valuable guidelines for practitioners involved with interim management.Originality/valueInterim management has received little scholarly attention despite its increasing relevance. Empirical research, particularly on PIMs in executive positions, is lacking. This leaves us with little evidence to base our theories and guidelines for interim management. The study reported in this paper adds novel insights to an under-researched but important field of management. The study also introduces the liability of outsiderness concept, which holds much promise for future studies of interim management.

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Profil kompetencyjny polskich interim managerów w świetle badań empirycznych

Gul¹

2020

e-mentor

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Interim management utilisation, firm flexibility and its impact on firm performance

Cited by 7 publications

References 37 publications

The interim manager – a catalyst for organizational learning?

The interim manager – a catalyst for organizational learning?

The liability of outsiderness: professional interim managers and their on-the-job challenges

Profil kompetencyjny polskich interim managerów w świetle badań empirycznych

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