Transformation to self-managing teams: lessons learned: A look at current trends and data
Abstract
Purpose
Although self-management is not a new phenomenon, there is a lack of understanding about how to transform organizations towards self-managing teams (SMTs). The purpose of this paper is to propose a guiding framework for how the empowerment process can be managed.
Design/methodology/approach
The paper sets out 12 guidelines on how to address the transition towards SMTs based on a case study at a large Dutch healthcare organization. The lessons are drawn from observations, documents and more than 55 interviews with key informants.
Findings
This paper provides a holistic overview of lessons learned from the transformation process towards SMTs. The 12 recommendations are targeted at four stakeholder groups, namely, the management/board, HRM department, coach-managers and members of the SMTs.
Originality/value
The originality lies in the systematic approach including lessons learned for all levels of the organization.
Keywords
Acknowledgements
We would like to thank Livio for giving us the opportunity to conduct this research and express gratitude to all participants for their valuable input. This research would not have been possible without the students who helped us collect the data.
Citation
Renkema, M., Bondarouk, T. and Bos-Nehles, A. (2018), "Transformation to self-managing teams: lessons learned: A look at current trends and data", Strategic HR Review, Vol. 17 No. 2, pp. 81-84. https://doi.org/10.1108/SHR-10-2017-0072
Publisher
:Emerald Publishing Limited
Copyright © 2018, Emerald Publishing Limited