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Public Money & Management Volume 33, 2013 - Issue 1
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Original Articles

The role of interim managers in performance improvement: evidence from English local authorities

Pauline JasCorrespondence[email protected]
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Pages 15-22 | Published online: 14 Nov 2012

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Donald James Swanson & Andrew Shawn Creed. (2014) Sharpening the Focus of Force Field Analysis. Journal of Change Management 14:1, pages 28-47.
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Articles from other publishers (6)

Naomi J Fulop, Estela Capelas Barbosa, Melissa Hill, Jean Ledger, Pei Li Ng, Christopher Sherlaw-Johnson, Lucina Rolewicz, Laura Schlepper, Jonathan Spencer, Sonila M Tomini, Cecilia Vindrola-Padros & Stephen Morris. (2023) Rapid evaluation of the Special Measures for Quality and challenged provider regimes: a mixed-methods study. Health and Social Care Delivery Research, pages 1-139.
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Ricardo A. Bello‐Gomez & Amanda Rutherford. (2021) Predicting executive vacancies: An organizational approach. Public Administration 101:1, pages 236-270.
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Stephen A. Woods, Nick Diprose, Mary Murphy-Diprose & Geoff Thomas. (2020) Effective interim leadership and management: development of a cyclical model of interim assignments. Journal of Organizational Effectiveness: People and Performance 7:2, pages 173-190.
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Tui McKeown & Robyn Cochrane. (2017) Independent professionals and the potential for HRM innovation. Personnel Review 46:7, pages 1414-1433.
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Eleanor MacKillop. (2016) Emphasising the political and emotional dimensions of organisational change politics with Laclauian discourse theory. Qualitative Research in Organizations and Management: An International Journal 11:1, pages 46-66.
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Stephen Bach. 2015. Wiley Encyclopedia of Management. Wiley Encyclopedia of Management 1 1 .

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