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The purpose of this paper is to enrich the HRM literature on freelancers’ work–life balance. To do so, we investigate the difference in freelance and employed journalists’ work–life balance and the moderating role of work-scheduling autonomy, job-income security and collegial informational support, drawing on a theory novel to the HRM literature, that is, the Stress of Higher Status Theory.

Data were collected with a survey questionnaire that was administered to a sample of 1,166 journalists, including 118 freelancers, in Norway in 2021. We analysed this data using a stepwise regression analysis.

We report three main findings: First, we find evidence indicating that freelance journalists have less work–life balance than employed journalists. Second, our results provide support for the Stress of Higher Status Theory and testify to the relevance this theory has for high-skill workers. Third, only collegial support significantly (positively) moderates freelancers’ work–life balance.

This study adds to the existing literature on freelancing and work–life balance, demonstrating that individuals’ work arrangements have the potential to shape their work facets and work–life balance. The theoretical and practical implications of this are discussed.

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.