Transformation to self-managing teams: lessons learned

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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.
Original languageEnglish
Pages (from-to)81-84
Number of pages4
JournalStrategic HR Review
Volume17
Issue number2
Early online date31 Dec 2018
DOIs
Publication statusE-pub ahead of print/First online - 31 Dec 2018

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Self-managing teams
Lessons learned
Coach
Managers
Empowerment
Transformation process
Design methodology
Self-management
Stakeholders
Health care organization

Cite this

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title = "Transformation to self-managing teams: lessons learned",
abstract = "PurposeAlthough 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/approachThe 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.FindingsThis 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/valueThe originality lies in the systematic approach including lessons learned for all levels of the organization.",
author = "Maarten Renkema and Tatiana Bondarouk and Bos-Nehles, {Anna Christina}",
year = "2018",
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Transformation to self-managing teams: lessons learned. / Renkema, Maarten ; Bondarouk, Tatiana ; Bos-Nehles, Anna Christina.

In: Strategic HR Review, Vol. 17, No. 2, 31.12.2018, p. 81-84.

Research output: Contribution to journalArticleProfessional

TY - JOUR

T1 - Transformation to self-managing teams: lessons learned

AU - Renkema, Maarten

AU - Bondarouk, Tatiana

AU - Bos-Nehles, Anna Christina

PY - 2018/12/31

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AB - PurposeAlthough 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/approachThe 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.FindingsThis 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/valueThe originality lies in the systematic approach including lessons learned for all levels of the organization.

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