Power sharing within organizations : benefits, drawbacks and conditions. An empirical study on holacracy and related methods for self-managed teams

Weidmann, Jean (Haute école d’ingénierie et de gestion du canton de Vaud, HES-SO // Haute Ecole Spécialisée de Suisse Occidentale) ; Konishi, Mario (Haute école d’ingénierie et de gestion du canton de Vaud, HES-SO // Haute Ecole Spécialisée de Suisse Occidentale) ; Gonin, François (Haute école d’ingénierie et de gestion du canton de Vaud, HES-SO // Haute Ecole Spécialisée de Suisse Occidentale) ; Agassiz, Isabelle (Haute école d’ingénierie et de gestion du canton de Vaud, HES-SO // Haute Ecole Spécialisée de Suisse Occidentale)

We interviewed 58 persons (from 14 teams in 8 organizations) working with various methods of autonomy (Holacracy, Scrum, ad hoc initiatives for reduced management control), in order to understand the benefits, drawbacks and conditions of power sharing within the firm. Our coding of the interviews reveals that team autonomy leads to organizational agility, empowerment, creativity, competency development and a holistic view on one’s job, but it also leads to drawbacks: over-engagement, stress, isolation, wrong decisions, and long decision-making. Team autonomy brings benefits when some conditions are met: a clear framework, a leader-coach, trust, willingness and ability to take the autonomy, and a careful change management.


Keywords:
Conference Type:
full paper
Faculty:
Economie et Services
School:
HEIG-VD
Institute:
IIDE - Institut Interdisciplinaire du Développement de l'Entreprise
Subject(s):
Economie/gestion
Publisher:
Lisboa, Portugal, 26-28 June 2019
Date:
2019-06
Lisboa, Portugal
26-28 June 2019
Pagination:
26 p.
Published in:
Proceedings of the EURAM 2019 Conference
Appears in Collection:

Note: The status of this file is: restricted


 Record created 2019-10-10, last modified 2019-11-28

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