Abstract
The paper presents a model of the relationships between organizational culture, organizational structure, and the level of team autonomy. The model suggests that teams with high levels of autonomy are likely to be most effective in companies with flexibility‐oriented cultures and organic structures. The model is useful to researchers in examining further connections between contextual variables and team autonomy and to practitioners in helping identify the types of teams that would be most effective in their organizations. The paper also presents a four‐step proactive approach to implementing team‐based working.
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