Power as a Factor of Effectiveness in IM Projects
DOI:
https://doi.org/10.70301/xxt3e294Keywords:
Power, Trust, Knowledge, Effectiveness, Interim management, Empirical-inductive researchAbstract
The aim of this article is to highlight the role of power within a triad of selected factors – trust, power, and knowledge – that determine the effectiveness of Interim Management (IM) projects. The text discusses the preliminary results of a longitudinal study based on the empirical-inductive approach. The study was conducted in Poland in 2019–2021 in enterprises using Interim Management (IM) in their operations. The statistical analysis confirmed the validity of the empirically adopted factors, including power. A statistically significant relationship was found between the level of power and the level of trust. The implications of the findings can be used by both Interim Managers (IMs) and clients for the planning of their pre- and mid-project tasks. Research may be continued in other companies representing various sectors and management cultures, also outside Poland, to search for further variables and their correlations with trust, power, and knowledge.
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