Skip to Main Content
HBS Home
  • About
  • Academic Programs
  • Alumni
  • Faculty & Research
  • Baker Library
  • Giving
  • Harvard Business Review
  • Initiatives
  • News
  • Recruit
  • Map / Directions
Faculty & Research
  • Faculty
  • Research
  • Featured Topics
  • Academic Units
  • …→
  • Harvard Business School→
  • Faculty & Research→
  • Research
    • Research
    • Publications
    • Global Research Centers
    • Case Development
    • Initiatives & Projects
    • Research Services
    • Seminars & Conferences
    →
  • Publications→

Publications

Publications

Filter Results: (8) Arrow Down
Filter Results: (8) Arrow Down Arrow Up

Show Results For

  • All HBS Web  (8)
    • Research  (8)
  • Faculty Publications  (5)

Show Results For

  • All HBS Web  (8)
    • Research  (8)
  • Faculty Publications  (5)
Page 1 of 8 Results
  • 2017
  • Article

Self-Managing Organizations: Exploring the Limits of Less-Hierarchical Organizing

By: Michael Y. Lee and Amy C. Edmondson
Fascination with organizations that eschew the conventional managerial hierarchy and instead radically decentralize authority has been longstanding, albeit at the margins of scholarly and practitioner attention. Recently, however, organizational experiments in radical... View Details
Keywords: Self-Managed Organizations; Self-Managed Teams; Self-organizing Systems; Self-managing Organizations; Flat Organization; Decentralization; Organization Design; Non-hierarchical Organizations; Less-hierarchical Organizing; Organizational Structure; Organizational Design; Research
Citation
Find at Harvard
Related
Lee, Michael Y., and Amy C. Edmondson. "Self-Managing Organizations: Exploring the Limits of Less-Hierarchical Organizing." Research in Organizational Behavior 37 (2017): 35–58.
  • 2017
  • Working Paper

Empowering Bureaucracy: Achieving Non-Hierarchical Control and Employee Autonomy Through Dynamic Formal Roles

By: Michael Lee
Hierarchy and formal structure are conventionally viewed as two tightly coupled dimensions of organization design. As organizations move from more hierarchical to less hierarchical authority structures, they also tend to reduce formal structure. However, organic... View Details
Keywords: Organization Design; Autonomy; Decentralization; Self-Managed Organizations; Formalization; Roles; Organizational Design; Organizational Structure; Management Systems
Citation
Related
Lee, Michael. "Empowering Bureaucracy: Achieving Non-Hierarchical Control and Employee Autonomy Through Dynamic Formal Roles." Working Paper, August 2017.
  • 2015
  • Comment

In the Shadow of the Crowd: A Comment on 'Valve's Way'

By: Carliss Y. Baldwin
There are many ways to exercise authority. Perrow (1986), in his review of March and Simon's Organizations (1958), offers a threefold classification of the ways authority can be exercised in organizations: (1) direct, "fully obtrusive" controls such as giving orders... View Details
Keywords: New Forms Of Organizing; Organizational Forms; Non-hierarchical Organizations; Self-organizing Teams; Boss-less Organizations; Organizational Design; United States
Citation
Read Now
Related
Baldwin, Carliss Y. "In the Shadow of the Crowd: A Comment on 'Valve's Way'." Journal of Organization Design 4, no. 2 (2015): 5–7.
  • March 2012
  • Case

Schuberg Philis

By: Thomas J. DeLong and Daniela Beyersdorfer
The Dutch professional service firm Schuberg Philis has within a few years grown into a well-known player in the Dutch IT outsourcing market and regularly wins high customer- satisfaction marks. The growing workload and 100% promise to customers have increased the... View Details
Keywords: Growth Management; Organizational Culture; Management Style; Alignment; Information Technology Industry; Netherlands
Citation
Educators
Purchase
Related
DeLong, Thomas J., and Daniela Beyersdorfer. "Schuberg Philis." Harvard Business School Case 412-092, March 2012.
  • 2018
  • Chapter

New Prospects for Organizational Democracy?: How the Joint Pursuit of Social and Financial Goals Challenges Traditional Organizational Designs

By: Julie Battilana, Michael Fuerstein and Michael Lee
For an extended period during the first half of the 20th century, industrial democracy was a vibrant movement, with ideological and organizational ties to a thriving unionism. In 2015, however, things look different. While there are instances of democracy in the... View Details
Keywords: Organizational Design; Social Enterprise; Values and Beliefs; Integration; Theory
Citation
Find at Harvard
Related
Battilana, Julie, Michael Fuerstein, and Michael Lee. "New Prospects for Organizational Democracy? How the Joint Pursuit of Social and Financial Goals Challenges Traditional Organizational Designs." In Capitalism Beyond Mutuality? Perspectives Integrating Philosophy and Social Science, edited by Subramanian Rangan, 256–288. Oxford, UK: Oxford University Press, 2018.
  • 14 Nov 2005
  • Research & Ideas

How Can Start Ups Grow?

intangible resources may be best acquired by following a road of conformity in how your company is organized and presented to the outside world. In start-ups in established industries, conventional business titles such as Marketing... View Details
Keywords: by Sarah Jane Gilbert; Advertising
  • 07 Nov 2017
  • First Look

New Research and Ideas: November 7, 2017

however, things look different. While there are instances of democracy in the business landscape, hierarchical forms of organization remain dominant, and organizational democracy commands only scant attention in organizational theory. The... View Details
Keywords: Carmen Nobel
  • 31 Jul 2012
  • First Look

First Look: July 31

the Dutch IT outsourcing market and regularly wins high customer- satisfaction marks. The growing workload and 100% promise to customers have increased the pressure on its non-hierarchical teams of engineers, as well as the hiring speed,... View Details
Keywords: Carmen Nobel
  • 1
ǁ
Campus Map
Harvard Business School
Soldiers Field
Boston, MA 02163
→Map & Directions
→More Contact Information
  • Make a Gift
  • Site Map
  • Jobs
  • Harvard University
  • Trademarks
  • Policies
  • Accessibility
  • Digital Accessibility
Copyright © President & Fellows of Harvard College.