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The role of interim managers in performance improvement: evidence from English local authorities

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  • Pauline Jas

Abstract

This article shows how interim managers use the ambiguity of being perceived as both an insider and outsider to an organization to manage difficult situations in the process of turnaround from poor performance. Their temporary involvement with an organization allows them to support staff, as well as deal with urgent managerial and governance issues. Their contributions to the improvement of organization performance often take place in the early stages of the process and remain largely invisible. Reducing management in the public sector in order to cut the cost of delivery may put organizational performance at risk.

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  • Pauline Jas, 2013. "The role of interim managers in performance improvement: evidence from English local authorities," Public Money & Management, Taylor & Francis Journals, vol. 33(1), pages 15-22, January.
    • Handle: RePEc:taf:pubmmg:v:33:y:2013:i:1:p:15-22
    DOI: 10.1080/09540962.2013.744890
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    References listed on IDEAS

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    1. Jim Kitay & Christopher Wright, 2004. "Take the money and run? Organisational boundaries and consultants' roles," The Service Industries Journal, Taylor & Francis Journals, vol. 24(3), pages 1-18, May.
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    3. Paul Joyce, 2004. "The Role of Leadership in the Turnaround of a Local Authority," Public Money & Management, Taylor & Francis Journals, vol. 24(4), pages 235-242, August.
    4. Vincent L. Barker III & Paul W. Patterson Jr & George C. Mueller, 2001. "Organizational Causes and Strategic Consequences of the Extent of Top Management Team Replacement During Turnaround Attempts," Journal of Management Studies, Wiley Blackwell, vol. 38(2), pages 235-270, March.
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