Table 1. Arrangement of the data... | Emerald Publishing

Table 1.

Arrangement of the data collection

Approach	Organization	Managerial position Duration of assignment	Respondents	Main undertakings
Longitudinal Several occasions with intervals of 1–2 months	Business development company	Communications manager 11 months	Solely the interim manager, interviewed six times	The recently recruited CEO sought assistance in implementing several swift and unpopular measures. During the assignment, the interim manager managed to gain some understanding of the new order and to sow the seeds of new collaboration patterns within the organization
	Authority	Unit manager for specialists 6 months	Solely the interim manager, interviewed three times	The interim manager was employed to take control of a dysfunctional team. This was accomplished by making the dominant team leader redundant and establishing new routines and a more secure work environment
	Real estate rental company	Area manager for maintenance staff 6 months	Solely the interim manager, interviewed six times	The objective was to oversee the day-to-day operations in two units and ready them for an imminent restructuring. The interim manager encountered a culture with authoritarian leadership and no trust in the employees, requiring her to address persistent conflicts and disrespect
Retrospective One single occasion two weeks to four months after the assignment ended	Municipal government	Business development manager 12 months	The hiring manager A colleague A subordinate The successor The interim manager	The recently established unit required an interim solution to assess its competency needs and tackle internal issues related to trust and collaboration, preparing a clean slate for the eventual successor. The interim manager also added value to the management team, pointing out dilemmas and challenging their habits
	Metal factory	Supply chain manager 12 months	The hiring manager A colleague Two subordinates, of which one was interviewed twice The successor The interim manager	The execution of a restructuring initiative was anticipated to encounter significant opposition, necessitating an external resource to navigate the alterations and withstand the resistance. Despite the employees’ unyielding stances, the interim manager garnered some trust and acceptance through his amicable conduct and quiet confidence
	Waste company	Sales manager 10 months	Two succeeding hiring managers HR manager A subordinate The interim manager	An unexpected vacancy provided the opportunity to engage an interim manager in executing a long-awaited restructuring project. The task also involved remedying a disorderly work environment by tackling the team’s internal collaboration challenges and managing the delineation with other departments

Approach	Organization	Managerial positionDuration of assignment	Respondents	Main undertakings
LongitudinalSeveral occasions with intervals of1–2 months	Business development company	Communications manager11 months	Solely the interim manager, interviewed six times	The recently recruited CEO sought assistance in implementing several swift and unpopular measures. During the assignment, the interim manager managed to gain some understanding of the new order and to sow the seeds of new collaboration patterns within the organization
	Authority	Unit manager for specialists6 months	Solely the interim manager, interviewed three times	The interim manager was employed to take control of a dysfunctional team. This was accomplished by making the dominant team leader redundant and establishing new routines and a more secure work environment
	Real estate rental company	Area manager for maintenance staff6 months	Solely the interim manager, interviewed six times	The objective was to oversee the day-to-day operations in two units and ready them for an imminent restructuring. The interim manager encountered a culture with authoritarian leadership and no trust in the employees, requiring her to address persistent conflicts and disrespect
RetrospectiveOne single occasiontwo weeks to four months after the assignment ended	Municipal government	Business development manager12 months	The hiring managerA colleagueA subordinateThe successorThe interim manager	The recently established unit required an interim solution to assess its competency needs and tackle internal issues related to trust and collaboration, preparing a clean slate for the eventual successor. The interim manager also added value to the management team, pointing out dilemmas and challenging their habits
	Metal factory	Supply chain manager12 months	The hiring managerA colleagueTwo subordinates, of which one was interviewed twiceThe successorThe interim manager	The execution of a restructuring initiative was anticipated to encounter significant opposition, necessitating an external resource to navigate the alterations and withstand the resistance. Despite the employees’ unyielding stances, the interim manager garnered some trust and acceptance through his amicable conduct and quiet confidence
	Waste company	Sales manager10 months	Two succeeding hiring managersHR managerA subordinateThe interim manager	An unexpected vacancy provided the opportunity to engage an interim manager in executing a long-awaited restructuring project. The task also involved remedying a disorderly work environment by tackling the team’s internal collaboration challenges and managing the delineation with other departments

Source: Author’s own work