The interim manager – a catalyst for organizational learning?

Abstract

PurposeInterim 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/approachThe paper presents a literature review on interim management published within the years 2000–2020 and analyzes it through the lens of organizational learning.FindingsAn 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/valueThe study provides a new conceptual understanding of interim management, laying the foundation for empirical studies on this topic from an organizational learning perspective.