What is the Paper About?
The paper explores whether self-managed organisations (SMOs), structures built on decentralised authority, minimal hierarchy and autonomous teams, are especially suited to the rapidly evolving landscape shaped by artificial intelligence (AI). Drawing on a review of existing literature, it examines how AI transforms organisational coordination, control and decision-making, and evaluates whether these shifts make self-management more advantageous. The paper argues that AI strengthens many of the conditions that support SMOs, while also acknowledging practical boundaries and the likelihood that hybrid human–AI and hybrid organisational structures will emerge.
Why is it Important
By bringing together research on AI-driven organisational change and work on decentralised management, the paper offers a timely perspective on how organisational design may need to evolve as AI becomes embedded in everyday operations. It provides a nuanced alternative to claims that AI will eliminate hierarchy or that self-management is universally optimal, instead identifying specific contexts where self-management may become a competitive necessity and others where it may be inappropriate. This helps leaders, HR professionals and researchers understand when and why self-management can work in an AI-intensive environment and highlights critical capabilities and safeguards required for effective implementation.
Open Access Post Print
Robin Bell 