Interim-Management: A Paradox for Leadership Research?

Jürgen Bruns; Rüdiger Kabst

doi:10.5771/0935-9915-2005-4-512

Contents
- Chapter Expand | CollapseAuthorsPage
- 429–433 Titelei/Inhaltsverzeichnis 429–433
- 434–437 What Makes a Job Good or Poor? Wenzel Matiaske, Susanne Royer Wenzel Matiaske, Susanne Royer 434–437
- 438–457 Public Sector Contracting: An Australian Study of Changing Work Conditions Neal Ryan, Craig Furneaux, Anthony Pink, Kerry Brown Neal Ryan, Craig Furneaux, Anthony Pink, Kerry Brown 438–457
- 458–474 Women Workers in Male Dominated Industrial Manufacturing Organisations: Contrasting Workplace Case Studies from Australia John Burgess, Lindy Henderson, Glenda Strachan John Burgess, Lindy Henderson, Glenda Strachan 458–474
- 475–493 Institutional Structures of the Flexible Assignment of Personnel between Enterprises. An Economic Comparison of Temporary Agency Work, Interim Management and Consulting Dorothea Alewell, Katrin Bähring, Kirsten Thommes Dorothea Alewell, Katrin Bähring, Kirsten Thommes 475–493
- 494–511 Working Conditions under Economic Pressure: The Case of the German Cleaning Industry Florian Schramm, Michael Schlese Florian Schramm, Michael Schlese 494–511
- 512–524 Interim-Management: A Paradox for Leadership Research? Jürgen Bruns, Rüdiger Kabst Jürgen Bruns, Rüdiger Kabst 512–524
- 525–539 Commitment and the New Employment Relationship. Exploring a Forgotten Perspective: Employers Commitment Nicole Torka, Jan Kees Looise, Maarten van Riemsdijk Nicole Torka, Jan Kees Looise, Maarten van Riemsdijk 525–539
- 540–542 New Books 540–542
- 543–545 Contents of mrev, vol 16, issues 1-4 543–545
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mrev management revue , page 512 - 524

Interim-Management: A Paradox for Leadership Research?

Autoren

Jürgen Bruns Rüdiger Kabst

DOI
- doi.org/10.5771/0935-9915-2005-4-512
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

The study focuses on Interim-Management as a so far rarely discussed phenomenon of the flexible firm. Contradicting popular leadership perception, the authors argue that Interim-Management does not constitute a leadership paradox but can be explained by established organization theory. In particular, transaction cost economics as well as resource-based view help explain the utilization of Interim-Management. Furthermore, the authors show that Interim-Management constitutes a response to reduced investments in human resources. Companies that have reduced the extent and the costs of training activities during the last years show a higher probability to utilize Interim-Managers.
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