Self

Organizations need flexible and adaptable structures to thrive in an increasingly turbulent business environment. Self-managing team (SMT) structures have evolved as an optimal approach to increase flexibility and performance as evidenced by their documented proliferation in organizations. However, even with their broad organizational adoption, research shows inconsistencies concerning SMT’s potential to enhance performance. This review integrates prior empirical research on input factors that influence the successful implementation of high-performing SMTs. Using a prior team effectiveness framework as a lens, we conducted a systematic analysis of the literature to shed light into the variables at the individual, team, and organizational level that affect performance and successful implementation of SMT. The sample of studies resulted from an exhaustive search that included quantitative, qualitative, and mixed methods research. Last, we present gaps in the literature and propose future directions for research on SMTs