Self‐organizing groups: conditions and constraints in a sociotechnical perspective

An increased level of self‐organization, particularly in autonomous work teams, is widely believed to be a necessary part of a successful firm and a factor in many modern restructuring initiatives. This article investigates the limitations of self‐organized groups and surveys these limitations from two important perspectives: (1) limits that are inherent to the production structure and equipment, and (2) limits that relate to the firm’s workforce. With respect to the first issue, the predictability of markets and the standardization of production situations provide strong reasons for limiting the opportunities for self‐organization. In terms of a firm’s workforce, problems such as learning capability, motivation, identity, ambition, and prestige must be taken into account before introducing self‐organizational practices. Additionally, the delegation of authority, the resulting redundancy of middle managers and the relevant compensation for the workers concerned must also be considered. In conclusion, self‐organizing teams relate to many constraints, all of which should be considered before putting these teams into practice.