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The purpose of this paper is to examine the triple interaction of task conflict, emotion regulation and group temporariness on the emergence of relationship conflict.

A field study was conducted to test the interaction of emotion regulation and task conflict on the emergence of relationship conflict in 43 short‐term (temporary) groups and 44 long‐term groups.

The results show that the highest chance for task conflict to evolve into relationship conflict is when groups (both short‐term and long‐term) have less effective emotion regulation processes, while task and relationship conflict are rather decoupled in long‐term groups scoring high on emotion regulation.

The paper concludes with a discussion of the obtained results in terms of their implications for conflict management in groups. Further research should explore the moderation effects in longitudinal studies in order to fully test the variables in the model.

The paper answers the call for contingency models of intra‐group conflict and tests the moderating effect of two such contingencies in the relationship between task and relationship conflict.

The paper aims to explore cultural events in a post-disaster town cultural events in a post-disaster town, L’Aquila, Italy, facing a long-term process of adaptation and recovery after the 2009 earthquake.

A time-based conceptual framework is applied in a case analysis relying on primary and secondary data. In-depth semi-structured interviews with local actors, direct observations and participation in local events and public debates enriched the analysis.

In the absence of a clear-cut urban policy framework, an urban heritage of cultural events emerged from local actors’ initiatives, with some evidence of local capacity building. Elements of events’ institutionalisation and signals of a serious risk of vanishing in the post-disaster transitioning context are discussed.

The study involves development of a theoretical framework for analysing the temporal process of evolution of a local system of cultural events as instruments for place-making and capacity building in a post-disaster town. New light is cast on the meaning of “eventification.”

In the long term, all organisations may be temporary. Some, however, are more temporary than others. Temporary organisations are designed not so much with an eye on enduring as on accomplishing a specific task. In this chapter, the authors explore paradoxes, understood as persistent mutually defining oppositions that occur at the intersection of ‘the temporary’ and ‘the enduring’. To do so, the authors discuss the concept of memory, which we use to explore the process of preserving and reproducing memories of people and events as a bridge between the temporalities of organising that are past and were never intended to endure, and those that are ongoing. By reconstructing one case of the European Capital of Culture initiative, the authors discuss memory as critical to temporary organisations in the sense that temporary organisations always have a memory that affords continuity: hence are enduring. The authors argue that there is endurance in the temporary and temporariness in endurance: expressing the paradoxical essence of organising.

The purpose of this paper is to understand how inspection team members work together to conduct surveys of hospitals, the challenges teams may face and how these might be addressed.

Data were gathered through an evaluation of a new regulatory model for acute hospitals in England, implemented by the Care Quality Commission (CQC) during 2013-2014. The authors interviewed key stakeholders, observed inspections and surveyed and interviewed inspection team members and hospital staff. Common characteristics of temporary teams provided an analytical framework.

The temporary nature of the inspection teams hindered the conduct of some inspection activities, despite the presence of organisational citizenship behaviours. In a minority of sub-teams, there were tensions between CQC employed inspectors, healthcare professionals, lay people and CQC data analysts. Membership changes were infrequent and did not appear to inhibit team functioning, with members displaying high commitment. Although there were leadership authority ambiguities, these were not problematic. Existing processes of recruitment and selection, training and preparation and to some extent leadership, did not particularly lend themselves to addressing the challenges arising from the temporary nature of the teams.

Conducting the research during the piloting of the new regulatory approach may have accentuated some challenges. There is scope for further research on inspection team leadership.

Issues may arise if inspection and accreditation agencies deploy temporary, heterogeneous survey teams.

This research is the first to illuminate the functioning of inspection survey teams by applying a temporary teams perspective.

Industry 4.0 and its leading-edge components are transforming all aspects of human life with wide-ranging repercussions for managing production and workforce in the digital age. The traditional definitions of formal and informal employment are no longer applicable to our world, thanks to disruptions of various nature. The innovation landscape is radically altering the way work is done as well as where it is done, leading to an expansion of the gig economy with its freelancers, contract workers, agile workforce, or independent workforce who are constituting increasingly more temporary providers of labor. In addition to a tension between technological development and loss of jobs at the expense of individuals with lower set of skills, advancing technology is enabling new forms of organizing through facilitating new work arrangements. The new world of work is characterized by short-term contracts, fluidity, fragmentation, transience, temporariness, increased autonomy, and independence, on the one hand, and by precarity, financial instability, job uncertainty, and insecurity embedded in its very fabric, on the other, hence presenting both opportunities and challenges that need to be urgently addressed by researchers and policymakers. The inevitable tension between technology-driven developments in economy and labor markets is further exacerbated by the most recent pandemic and global economic recession, making scholarly and policy discussions all the more relevant.

Purpose – The aim of this study is to inquire into the circumstances and mechanisms that drive temporary systems to become permanent organizations.

Methodology/approach – This study is based on a retrospective longitudinal case study (1980–1995) and informed by research on organizational path dependence. Our research object is SEMATECH, the leading global semiconductor manufacturing consortium.

Findings – This longitudinal case study of the research and development consortium SEMATECH shows how and under what conditions a project, once its initial objective had been achieved, managed to turn itself into a permanent organization, that is, it terminated its institutionalized termination. Based on our findings, we argue that the postponing of this specific project's institutionalized termination can be understood by adopting a path dependence perspective that allows for the capturing of self-reinforcing processes to account for the stability of the (once temporary) system.

Originality/value of the paper – In this chapter, we question the certainty put forward in organizational studies of projects concerning the ephemeral nature of projects due to their built-in termination mechanism.

The purpose of this paper is to shed light on the antecedents of team turnover intentions in temporary organizations such as projects, programs, or temporary teams.

The authors systematically combine the findings from the literature on the antecedents of turnover intentions in permanent organizations (PO) with the characteristics of temporary organizations (TO) and develop a research model comprising personal factors, job-related factors, and organization-related factors.

A research model consisting of testable propositions that the authors derived from both specificities of TO and the antecedents of turnover intentions in PO.

The authors contribute to literature by identifying potential antecedents of turnover intentions that are specific to TOs and those that also exist in POs but are adapted to a temporary context. The research model allows future empirical research on turnover in TO to be conducted in a systematic way and supports the development of theory.

A major trend in the changing nature of work is the increasing use of temporary workers. Although common among students, older employees have joined the ranks of temporary workers as they extend their work lives. Temporary workers tend to report lower affective commitment and consequently poorer work outcomes. However, different generations of workers may conceive temporary work differently from each other. The purpose of this paper is to explore how different generations of temporary workers, respond to human resource practices (HRP), which in turn influences their affective commitment and work performance.

The sample is comprised of 3,876 temporary agency workers (TAWs) from seven temporary employment agencies in Portugal. The authors undertook multiple group SEM analyses to test a moderated mediation model that accounts for TAWs’ affective commitment (toward the agency and the client company) across three generations (Baby Boomers, Generation X and Millennials) in the relationship between human resources practices and overall perceived performance.

After controlling for gender, age and tenure, the authors find generational differences in the perceptions of HRP and perceived performance. The results support the moderator effect of generations in the direct and indirect relationships – through both affective commitments – between TAWs’ perceived HRP and perceived performance.

The cross-sectional design limits the possibility to make causal inferences.

This study contributes to a better understanding of how different generations respond to temporary employment relationships. The findings suggest important differences in the way in which the same HRP system relates (directly and indirectly thorough affective commitment toward the client) with their perceived performance across different generations.

This study aims to illuminate the currently poorly understood inflow of knowledge originating from project managers across the value chain of construction projects. The primary purpose is to identify the domains of knowledge that project managers’ need to share in their management activities, the skills they need to develop in their sharing practices and how these relate to each other across different phases of a construction project.

Knowledge domains, skills and the relationships between them were identified following an inductive methodology, a combination of grounded theory and case study, and through the analysis of semi-structured interviews with 21 project managers and participants within a single construction project.

The outcome is a novel framework that theorizes the dynamic interplay between knowledge domains and the skills that facilitate knowledge sharing (KS) for successful project work throughout the construction project.

The combined effects of task heterogeneity, knowledge interdependencies and temporariness require paying increased attention to how knowledge domains and KS skills impact project performance. This paper addresses gaps in developing an integrative understanding of the nature of the domains of knowledge that need to be shared in a project context, the key skills contributing to KS and more importantly, how they evolve and are interpreted and reinterpreted throughout the project and assist KS practice in projects.

Organisations increasingly rely on professional interim managers (PIMs), i.e. independent contractors who perform managerial work. These managers, who are usually very experienced and skilled, could help organisations drastically improve their performance. However, research has found that they often fail to do so, indicating that PIMs face unique on-the-job challenges that challenge their capability to be effective managers. In the study reported in this paper, I explored PIMs’ on-the-job challenges and how they overcome them. To better understand the various on-the-job challenges, I developed the concept of the liability of outsiderness.

I applied an exploratory approach and conducted 32 interviews with 21 PIMs.

I uncovered three on-the-job challenges common and unique to PIMs – communicating the contract status and contract period, being quick off the mark and attaining power – and the ways they overcome these challenges.

This paper reports findings and theory that provide several valuable guidelines for practitioners involved with interim management.

Interim management has received little scholarly attention despite its increasing relevance. Empirical research, particularly on PIMs in executive positions, is lacking. This leaves us with little evidence to base our theories and guidelines for interim management. The study reported in this paper adds novel insights to an under-researched but important field of management. The study also introduces the liability of outsiderness concept, which holds much promise for future studies of interim management.