The ambiguous infrastructure of self-managing teams
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2020-10-13
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en
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Abstract
The present study provides insights into what the design of the infrastructure of self-managing teams in the Dutch healthcare sector looks like compared to what prior studies have prescribed. This study has analysed infrastructure of self-managing teams, in terms of completeness of the team task, the degree of mutual dependency between the team members, the team size, the team’s control capacity, and the employability of the team members. The data is collected in eight self-managing teams that are part of eight Dutch healthcare organizations. The outcomes have shown that there is much variation between the designs of self-managing teams. In practice, it appears that the designs are often not in line with the theory since part of the self-managing teams in this study lack a complete team task, sufficient control capacity and a small team size. The results also suggest that when self-managing teams meet at least three out of five design criteria, the teams can still be successful. In sum, prior studies have provided unambiguous guidelines regarding what the design of a self-managing team should look like. However, in practice it appears that self-managing teams have an ambiguous design resulting in varying team performances.
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Faculteit der Managementwetenschappen