Does a self-managed organization leave employees behind? A critical review of the current trend

Butsch, Thomas and Bell, Robin ORCID: https://orcid.org/0000-0002-7325-4277 (2025) Does a self-managed organization leave employees behind? A critical review of the current trend. Development and Learning in Organizations: An International Journal, AOP. pp. 1-4. ISSN 1477-7282

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Abstract

Purpose
Organizations need to achieve some level of self-management and delegation to run effectively without constant management oversight, which has led to numerous organizational frameworks and models being developed, including TEAL, Holacracy, the Spaghetti Organization, and the Liberated Firm. As a result, we should consider whether employees desire this, and whether it is a 'new future' or just a passing fad or trend. Another question arising from employee encounters is, do we leave some employees behind as they are not confident, or feel inadequate for the new organizational structures, as they require more direction? This paper reviews the literature to explore and answer these questions.
Design/methodology/approach
This paper reviews the literature on self-management frameworks and models in respect to their potential application and in light of the implication for employees.
Findings
Being self-managed throughout all organisations, as most champions of self-managed frameworks may argue, cannot be the solution if it is only appropriate for a subset of workers. We propose a gradual approach: we should implement self-management where it is acceptable, and employees are interested and capable of engaging in the transition to new management frameworks. However, we recommend against attempting self-management in situations where it is inappropriate.
Research Limitations
The paper is based on a review of existing literature with findings derived from general trends and workforce characteristics, but do not account for specific industries, organizational types, or roles. As a result, the conclusions may not be applicable to all organizational contexts or to certain specialized employee groups. Given the restricted breadth of research into SMOs, future research could explore the applicability and success of SMOs in specific contexts.
Practical Implications
Organizations are encouraged to take an incremental approach to implementing self-management frameworks. Instead of enforcing self-management universally, it should only be introduced in areas where employees are willing, capable, and equipped to handle the transition. Further, employers must recognize that self-management is not suitable for all employees. Organizations should assess employee readiness and provide adequate support or alternative structures where needed.
Originality
While the transition to self-managed organisations is widely discussed in the literature, as evidenced by the proliferation of organisational models and frameworks, there has been little discussion of the potential for different organisations to apply such frameworks and models in practice, as well as the implications for employees. Given that the business world is not homogeneous, it is reasonable to assume that not all people are suitable for working without a boss, and this must be considered.

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