Transformation of traditionally managed organisations to selected self-management models

Digitalisation, globalisation and liberalisation are creating major changes in markets. In order to remain competitive, organisations need to be able to adapt and react quickly to market changes. Today, traditional managerial-hierarchical management dominates in organisations. Traditional approaches to management are rigid in today's pro-environment and fail in a rapidly changing market. In the last decades, an alternative form of management based on self-management has started to emerge. This thesis presents three selected models of self-management. Based on the research method of systematic review, the aim of this paper is to define the process of transformation of traditional organizations to the selected self-management models and to identify the critical factors and challenges related to the transformation. As a result, the thesis describes the 3 phases of transformation to Agile Organization and Holacracy based on published scientific literature, identifies 12 critical factors and challenges associated with the transformation and defines important factors leading to successful sustainable transformation. The results are complemented by insights into the corporate practice in the form of a case study of two companies in transformation. The goal of describing the transformation of a traditional organization into a Turquoise organization could not be achieved due to the lack of scientific publications.