Organisational climate for temporariness: Exploring employees’ shared perceptions within intra-organisational temporary forms

• The organisational climate for temporariness reflects employees’ shared perceptions of temporary organising • It encompasses both structural and relational dimensions at organisational and individual levels • The collective meaning attributed to temporariness influences employee well-being and performance • The study provides project managers with a tool to manage employees’ responses to temporariness Several studies highlight that organisational climate can influence the impact of temporary forms within permanent organisations on employee well-being and performance. Therefore, a better understanding of employees’ shared perceptions about temporariness is critical. This article introduces a model of organisational climate for temporariness, conceptualised as employees’ shared perceptions regarding the practices, procedures, and kinds of behaviours that are valued, rewarded, and supported when temporariness is adopted within permanent organisations. It draws on a qualitative study based on focus groups conducted in an advanced middle-sized manufacturing company applying projects and other temporary arrangements. The findings highlight how employees make sense of temporariness in four main areas. These include their perceptions of the coherence between organisational values and external requests for temporariness, how the increased coordination complexity is managed, how role changes and skill development are supported, and how the organisation responds to the psychosocial strains of temporariness ensuring job security and social support. This study contributes to project management literature by recognising the central role of employee perceptions in temporary organising. It provides a structured framework that enables project managers to understand, monitor, and manage these perceptions, thus supporting both well-being and performance in temporary organisations and project-based contexts within permanent organisations.

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Institutions

Publication Details

Journal
International Journal of Project Management
Published
2025-05-01
DOI
https://doi.org/10.1016/j.ijproman.2025.102720
Citations
3
Primary Topic
Job Satisfaction and Organizational Behavior
Type
article
Field-Weighted Citation Impact
8.29

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article

Organisational climate for temporariness: Exploring employees’ shared perceptions within intra-organisational temporary forms

Silvia Gilardi, Alessandra Lazazzara
3 citations
International Journal of Project Management
Job Satisfaction and Organizational Behavior
8.29
article

Organisational climate for temporariness: Exploring employees’ shared perceptions within intra-organisational temporary forms

Silvia Gilardi, Alessandra Lazazzara
article en
3 citations

Abstract

• The organisational climate for temporariness reflects employees’ shared perceptions of temporary organising • It encompasses both structural and relational dimensions at organisational and individual levels • The collective meaning attributed to temporariness influences employee well-being and performance • The study provides project managers with a tool to manage employees’ responses to temporariness Several studies highlight that organisational climate can influence the impact of temporary forms within permanent organisations on employee well-being and performance. Therefore, a better understanding of employees’ shared perceptions about temporariness is critical. This article introduces a model of organisational climate for temporariness, conceptualised as employees’ shared perceptions regarding the practices, procedures, and kinds of behaviours that are valued, rewarded, and supported when temporariness is adopted within permanent organisations. It draws on a qualitative study based on focus groups conducted in an advanced middle-sized manufacturing company applying projects and other temporary arrangements. The findings highlight how employees make sense of temporariness in four main areas. These include their perceptions of the coherence between organisational values and external requests for temporariness, how the increased coordination complexity is managed, how role changes and skill development are supported, and how the organisation responds to the psychosocial strains of temporariness ensuring job security and social support. This study contributes to project management literature by recognising the central role of employee perceptions in temporary organising. It provides a structured framework that enables project managers to understand, monitor, and manage these perceptions, thus supporting both well-being and performance in temporary organisations and project-based contexts within permanent organisations.

International Journal of Project ManagementVol. 43(4)
University of Milan (IT)
Università degli Studi di Milano
Climate action
Openalex Percentile: Top 3%
Job Satisfaction and Organizational Behavior
8.29
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