This book offers practical insight into the changing ways in which organizations operate today. Building on a groundbreaking concept of teal organizations, the book illustrates the practicality of advocating a lack of hierarchy of predetermined positions and the introduction of roles that come with clear responsibilities constantly defined according to current needs. First described by Frederic Laloux, a teal organization is a ground-breaking approach to managing organizations that is being adopted around the world, which turns everyone into a leader. This new paradigm rests on the ideas of wholeness, evolutionary purpose, employee autonomy, and self-management based on peer relationships. Its main assumption is the empowerment of the employee resulting in a change in workplace relationships and a more soulful and purposeful work environment.
Drawing on the authors’ research across six different countries, it presents the evolution of self-management and entrepreneurial culture in the current age of Economy 4.0 and examines how the teal concept has been implemented around the world. It examines misconceptions surrounding this novel approach and diagnoses the practical problems connected with implementing it in the current uncertain times.
It will be of value to researchers, academics, managers, and students in the fields of management and organizational studies.
Table of Contents
1. The concept of teal organizations in view of Economy 4.0 and Integral Theory
Agnieszka Rzepka, Ryszard Borowiecki, Zbigniew Olesiński
2. Components of Economy 4.0 as factors for sustainable development
3. Digital innovation and implementation of teal attributes in Industry 4.0
Agnieszka Rzepka, Maria Kocot, Anna Wiśniewska
4. Role of Innovations in Development of Business Organizations
Revaz Shengelia, Zhuzhuna Tsiklauri-Shengelia, and Natia Shengelia
5. Teal characteristics in enterprises engaged in municipal activities
Elżbieta Jędrych, Dariusz Klimek
6. Necessity for dynamic business process management in Industry 4.0
7. Between teal organizations and teal business environment
8. How creativity and agility support organizations toward teal management
Agnieszka Faron, Wojciech Maciejewski, and Katalin Formadi
9. Inter-organization relationships on virtual level in terms of employee agility as determinant of Industry 4.0 era
Damian Kocot, Piotr Wiench, Magdalena Maciaszczyk
10. Transformation of leadership model as determining element for development of teal organizations
Justyna Olędzka, Stefan Marcinkiewicz
11. Evolution of organizational culture and structure in teal organizations
Aneta Szymańska, Firoze Khan, and Pushpa Anant
12. National Culture based on Hofstede 6D model and development of teal organization – comparative analysis of chosen countries
Marta Drozdowska, Krzysztof Nowakowski, and Magdalena Kaczkowska-Serafińska
13. Role of future work skills in light of values in teal organizations in IT sector on example of Polish IT company GroMar
14. Selected aspects of employee reliability in teal organizations
15. Knowledge creation in teal organisations
Agnieszka Rzepka and Anna Sabat
16. Accelerating creation of self-managing (teal) organizations through diversity and inclusion
17. Socio-economic development of countries and changes in functioning of organizations
Marta Drozdowska, Izabela Gruszka, Dariusz Ilnicki
18. Development opportunities and challenges for organizations striving for teal in Economy 4.0 on basis of research
Agnieszka Rzepka, Radosław Miśkiewicz, Jakub Prachowski
Agnieszka Rzepka is Professor at Lublin University of Technology, Poland.
Zbigniew Olesiński is a Full Professor at Vistula University in Warsaw, Poland.
Elżbieta Jędrych is a Professor of Management at Vistula Academy of Finance and Business, Poland.