Challenging Misconceptions: Unpacking the Concept of Self-Managed Organizations

Purpose: This study aims to identify and critically analyze the most common misconceptions surrounding self-managed organizations (SMOs), shedding light on how they affect management practices and the successful implementation of SMO models.The objective is to clarify the essence of SMOs and provide practical insights for organizational leaders.Design/Methodology/Approach: The research adopts a qualitative approach, employing a multi-source data collection strategy.The analysis includes a comprehensive review of academic and industry literature, case studies, and digital content such as websites, blogs, podcasts, and reports.Additionally, data were collected from academic assessments, student discussions, and events organized by the Teal Breakfast Poland Foundation, contributing an understanding of how SMOs are perceived in both theoretical and practical contexts. Findings:The study reveals a range of prevalent misconceptions about SMOs in both scholarly literature and business practice.The findings highlight the need for more nuanced research and better dissemination of accurate knowledge about SMOs, emphasizing their potential when properly understood.Practical Implications: Misinterpretations of the SMO model can lead to failed implementations and unmet expectations, particularly when organizations adopt selfmanagement without a clear understanding of its core principles.Originality/Value: This article makes a significant contribution to the field by addressing the gap between theoretical knowledge and practical applications of SMOs.It clarifies common myths, thereby providing a robust foundation for both academic and managerial audiences.