Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/327075 
Year of Publication: 
2025
Citation: 
[Journal:] BRQ Business Research Quarterly [ISSN:] 2340-9444 [Volume:] 28 [Issue:] 2 [Year:] 2025 [Pages:] 386-398
Publisher: 
Sage Publishing, London
Abstract: 
Self-managing organizations, characterized by flat hierarchies and decentralized power, are expected to empower and engage employees. In contrast, critics argue that a lack of structure could cause confusion and increased stress and burnout. However, neither assumption has been quantitatively tested. Furthermore, the concept of self-management remains ambiguous, and validated scales have been lacking. Addressing this, we conducted two quantitative studies, one with employees from several organizations (N = 425) and another with a nationally representative sample (N = 2,000). First, we distinguish between organizational and employee self-management and develop validated scales for both. Next, we examine their relations to work engagement and burnout, finding that both types of self-management are positively related to work engagement and negatively to burnout. Both types of self-management were also indirectly related to work engagement and burnout via job challenges and job hindrances. Our study clarifies and quantifies what self-management is and suggests it can benefit employee well-being.
Subjects: 
Work engagement
job burnout
self-management
self-managing organizations
post-bureaucracy
JEL: 
M12
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc Logo
Document Type: 
Article

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