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J. Barney (1986)
Organisational Culture: Can It Be Source of Sustained Competitive Advantage
J. Pierce, Herman Aguinis (2013)
The Too-Much-of-a-Good-Thing Effect in ManagementJournal of Management, 39
J. Gidley (2013)
Are futures organisations “ahead of their times”? A view of the World Futures Studies Federation in the 21st centuryFutures, 45
T. Gáspár, L. Laurén (2013)
Future generations: Widespread changes in our living-togetherFutures, 45
(2016)
Beyond the holacracy hype: too much of good thing?
Ethan Bernstein, J. Bunch, Niko Canner, M. Lee (2016)
Beyond the Holacracy HypeHarvard Business Review, 94
PurposeThe purpose of this paper is to explore how and when holacracy works for organizations.Design/methodology/approachThe paper illustrates the idea by drawing insights from the case of Zappos and Gidley’s framework of future organizations.FindingsThe paper provides a balanced view on holacracy and how it can be beneficial for organizations. The potential of holarchical structures will be fruitful only if the structure-culture fit is achieved. The paper also highlights the lessons learned from previous implementations of holacracy and concludes with possible solutions for organizations.Practical implicationsThe structure-culture fit is still a pertinent question especially when organizations are growing in size. Organizations need to address the intergenerational differences and core tenets of organizational culture while adopting flat structures to promote flexibility and individualization. New ideas and ways of organizing are therefore best treated as experiments guided by strategic vision and a defined direction.Originality/valueThe paper extends the existing knowledge on holacracy by applying Gidley’s framework and providing practical insights for practitioners in implementing holacracy.
Human Resource Management International Digest – Emerald Publishing
Published: Oct 8, 2018
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