Organisational Roadmap Towards Teal Organisations

Tanya Bondarouk is Professor of Human Resource Management at the University of Twente, the Netherlands. She has been working on the research area of Innovating HRM function, with the focus on Electronic HRM, and has edited a number of special issues in international journals on this topic. Anna Bos-Nehles is Assistant Professor of Human Resource Management at the University of Twente. Her main research interest lies in the role of line managers towards HRM implementation effectiveness, their effect on innovative employee behaviours and their role in the Digital Economy. Maarten Renkema is a doctoral researcher of Human Resource Management at the University of Twente. His PhD research is focused on the link between HRM and Innovation, approached from a multilevel perspective. Currently, he is working on the Human Capital project “Innovative Human Resource Management for Employee-Driven Innovation”. Jeroen Meijerink is Assistant Professor of Human Resource Management at the University of Twente. His research focuses on HRM and Value Creation in the Digital Economy. His research is multi-disciplinary in nature and draws on theories and concepts from the HRM and strategy as well as service marketing literatures. Jan de Leede is Assistant Professor of Human Resource Management at the University of Twente and the owner of ModernWorkx, the research consultancy firm. He is focused on research and consultancy in the field of flexible labour, working times, self-organizing teams, virtual teams and new ways of working.

• Introduction Chapter 1. The Concept of Self-Managing teams: History and Taxonomy Chapter 2. Literature Review of Successful Self-Managing Teams Chapter 3. Healthcare Teams in Long-Term and Elderly Care at Livio: A Case Study Chapter 4. The Relevance of Line Managers in Self-Managing Teams Chapter 5. Governance Mechanisms and HRM Activities in Self-Managing Teams Chapter 6. The Role of Organizational Support and HRM Function in Self-Managing Teams Chapter 7. Discussion and Future Outlook Appendix A. Appendix B.

This book examines the transformation in organizations towards self-management teams, team performance, and the organizational and human resources management support they need to work successfully, illustrating that self-managing teams need a new way of organizing, structuring, and leadership in organizations. It discusses self-managing in general and self-managing teams in particular by exploring issues related to opportunities and reasons for working with these teams in modern organizations, focusing on a systematic overview of existing typologies of self-managing teams; the historical literature on self-managing teams since the 1950s; a case of health care teams in long-term and elderly care; the shift in responsibilities of line managers; the governance mechanisms in self-managing teams from theoretical and empirical perspectives; and the changing role of the human resources management function in self-managing teams.