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Knowledge transfer in interim management projects

Skowron-Mielnik Beata, Sobiecki Grzegorz

Engineering Management in Production and Services

2024

Vol. 16, no. 1

48--64

This study aims to define the role of knowledge in a triad of factors determining effectiveness in Interim Management (IM) projects. The discussion is based on the authors’ research concept, which, in addition to knowledge, also explores the categories of trust and power. A longitudinal study using the empirical-inductive approach was conducted in Poland between 2019 and 2021. It included ten enterprises that implemented IM projects in the studied period. The results presented in this article confirm the importance of the empirically adopted study factors, including the transfer of knowledge between the Interim Manager and the client’s (organisation’s) project team. A significant relationship between the level of knowledge and the levels of trust and power emerges as particularly evident. Research can be continued to verify the authors’ initial findings and include the proposed research tools and entities representing different sectors, management cultures and geographical regions in search of additional variables and their correlations with trust, power and knowledge. The research conclusions may prove applicable to both Interim Managers (IMs) and their clients (organisations). They can be used not only for pre-project planning but also during the IM projects.

Effectiveness factors in interim management projects – research concept

Skowron-Mielnik Beata, Sobiecki Grzegorz

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2020

z. 149

575--593

Purpose: The aim of studies undertaken in the article is to identify factors that may have an effect on the relationship between the results of interim management projects and increasing their effectiveness. Design/methodology/approach: An empirical-inductive approach – the literature studies and secondary empirical data analyses. Findings: The authors point to the following three key factors: trust, power and knowledge. In the future, the results of the studies presented here will form the foundations to develop an empirical-inductive research program with the aim to verify the significance of the identified factor, the relationships between them and their effect on the effectiveness of the process. It applies not only to commercial organizations, but also to non-profit institutions, political organizations and public utility organizations, such as health care institutions. Practical implications: This article refers to the effectiveness of the implementation process of interim management projects. The effectiveness of the whole process is strongly conditioned by both the competence of the interim manager and the perception of the client. Research results can be used to improve these competences and to improve the effectiveness of IM projects. Originality/value: The pioneering nature of work aimed at filling the existing research gap and answering the research question made the authors opt for an empirical-inductive approach.