Transitioning to Self-Managing Teams: Coordinating in a Knowledge-Intensive Organization A qualitative study on the coordination efforts in an organization implementing an organization implementing

Abstract

This study investigates the transitioning process, as an organization goes from a hierarchical organizational structure to organizing in self-managing teams, whereby managerial authority has been removed. The paper applies a qualitative method where data has been collected through interviews, observations and documents from a single case organization. Using the lens of boundary work the study finds that the boundary of autonomy and hierarchy plays a great role in the organizational members’ coordination efforts. In line with this, the study shows that coordination is conducted emergently, as organizational members encounter meeting points between the previous work structures and new requirements of working autonomously. Additionally, the paper emphasizes the importance of working close to your profession, while at the same time working inter-disciplinarily. Finally, the paper contributes to existing research by showing that changes intended to improve coordination in fact might create coordination issues themselves. In conclusion this study provides new insights to the field by studying an organization that is in a transitioning period and where managerial authority has been formally removed.