Abstract
The article, based on empirical research materials, examines the practices of implementing the “teal” management model developed by F. Laloux, using the example of two companies in the information technology sector. A multi-method strategy was used: a questionnaire survey of employees of organizations (n=55), as well as semi-structured interviews (n=8) with management personnel of companies. The research materials indicate certain successes and difficulties in implementing this model. One of the main problems is the level of readiness of employees at the executive level to adopt new management practices. The contradiction between the existing work motivation of employees and new role models that should be introduced in a “teal” organization is especially pronounced. The search for new employees suitable for independent work with a high level of responsibility is complicated by the shortage of personnel in the labor market. A possible solution is to gradually train employees in new forms of work, to change the corporate culture in order to create an environment that motivates changes. However, this approach requires a long time and gradual introduction of individual elements of “teal” management.
Published Version (
Free)
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call