Integrating self‐managed work teams into project management

Purpose – To present the advantages and possible deterrents of self‐managed work teams, and offer recommendations on ways to integrate these teams into project management. Design/methodology/approach – A range of works, which provide a description and practical advice about self‐managed work teams, are reviewed in an effort to provide a thorough picture of self‐managed work teams. The information is sorted into sections: history of self‐managed work teams; self‐managed work teams: a definition; characteristics of self‐managed work teams; the role of emotional intelligence in self‐managed work teams; developing and empowering the team; barriers to successful self‐managed work teams; factors to consider before forming a self‐managed work team; and the longevity of self‐managed work teams. Findings – Integrates theories and findings from other works to offer a holistic view of self‐managed work teams in today's workplace. Research limitations/implications – Resources from USA, as well as European writings, were analyzed to bring global perspectives. Applications are not specific to FM or construction, but business in general. Practical implications – A useful source for project managers or other managers considering implementing self‐managed work teams to increase productivity and employee morale. Originality/value – Takes an integrated approach in exploring all areas of self‐managed work teams, including emotional intelligence. Provides useful information on integrating self‐managed work teams in project management.