Interim Management and the Viability of Upper Echelons Theory The Effects of Interim-Manager Characteristics on Performance

Abstract

Individual characteristics of interim managers have been under examined in Interim Management research. In order to fill this gap, this research has, for the first time, applied the viability of Upper Echelons Theory to Interim Management. The literature offers clear similarities and appears to point into the direction of an applicability of Upper Echelons Theory to Interim Management. In order to investigate, 4 characteristics from Upper Echelons Theory were identified and researched: Experience in the Field, International Experience, Tenure and Age. Data from the context of football was gathered and analysed (n=136). Based on the results, appointing an interim manager had a clear, positive, significant effect on Performance. None of the interim manager characteristics however were significant in predicting Performance. We conclude that the appointment of an interim manager has a positive effect on Performance, but this is not due to individual characteristics. These results negate the viability of Upper Echelons Theory on Interim Management. Interim Management appears to be too different to be encapsulated by the template of Upper Echelons Theory.