The role of transition in temporary organizations: linking the temporary to the permanent

Abstract

Purpose

This research note puts the role of transition back in the center of the temporary organization and lends to understanding the temporary organization as a transitory unit within the permanent organization. The purpose is to reactivate theory development within this field of research and promote a dialog that will point to a possible way forward.

Design/methodology/approach

An intra‐organizational perspective is taken. Backgrounds of the two theories are covered and then the temporary organization as a transitory unit, and the role of transition are addressed. One basic transformation is made in the theory of the temporary organization and then the model superposed on the behavioral theory of the firm.

Findings

In total, four things were achieved. First, the conceptualization of temporary organization was simplified – five variables have been reduced to four in eliminating “action” as an element of description. Second, the conceptualization was extended to include constructs of the permanent organization. Third, the theory was strengthened by providing an extended framework that potentially could be examined to check observations against theory. Finally, some directions were suggested for future theory development to take.

Research limitations/implications

The research note is conceptual, so applicability depends upon the nature of the particular organization to which it is applied.

Originality/value

Although the paper is conceptual, the authors believe that the approach can be used to understand the interrelatedness of the temporary and permanent organization and to promote a dialog within this field of research – a dialog that hopefully will reactivate theory development.

Citation

Jacobsson, M., Burström, T. and Wilson, T.L. (2013), "The role of transition in temporary organizations: linking the temporary to the permanent", International Journal of Managing Projects in Business, Vol. 6 No. 3, pp. 576-586. https://doi.org/10.1108/IJMPB-12-2011-0081