Understanding Reintegration Phenomenon in Temporary Organizations: A Grounded Theory Study

Abstract

The demand for success in the use of temporary organizations (TOs) within the functional hierarchies of permanent organizations (POs) requires serious attention in addressing tensions that emerge at the interface of the two organizations. Reintegration of the project workers back into their functional role in the PO after temporary project completion is one of these tensions. Although recently the experience of individual employees has received escalating interest in management research, studies dealing with reintegration phenomenon are scarce. This Grounded Theory study explores how the project workers of TOs experience their reintegration into the PO and resumption of their ordinary positions upon project completion and why they can have (un)successful reintegration experiences. The main result of this study is the empirically grounded identification of behavioral and contextual factors that affect reintegration. The theory is strengthened by providing a conceptual model that delineates how the project workers enact their reintegration by utilizing their behavioral resources and reflexivity and adaptability in interaction with the contextual factors. The model provides a theoretical basis for future empirical research on TOs as well as practical implications for practitioners and companies.