Holacracy: A New Foundation for What an Organization Is and Knows

What is it about?

Purpose: This conceptual article explores Holacracy, an under-researched alternative organizational model and self-management system, and its impact on organizations' structure and operation. It highlights Holacracy's unique approach to hierarchy, roles, and organizational consciousness. By examining the unique principles behind Holacracy, the article explains how it can transform traditional organizational models and drive organizational change. Key Findings: - Holacracy challenges traditional organizational concepts by introducing dynamic hierarchies and role-based structures. - It emphasizes continuous feedback, collective intelligence, and structured knowledge management through specific roles and organizational spaces. -The article positions Holacracy within a new organizational paradigm known as integral, metamodern, or teal.

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Why is it important?

What makes this article unique and timely is its pioneering focus on the ontological and epistemological foundations of Holacracy, an aspect that has received little attention in academic research despite Holacracy’s growing relevance in contemporary organizational practice. By framing Holacracy not just as a management innovation but as a distinct paradigm of organizational being and knowing, the article advances theoretical understanding beyond operational or case-based analyses. Its timeliness lies in addressing the urgent need for alternative organizational models capable of thriving in today’s volatile, complex, and decentralized environments, where traditional hierarchies are increasingly inadequate.