The aim of this paper is to present several selected management concepts that support self-organizing teams. The chosen concepts are agile project management, teal organization, holacracy and sociocracy, and the paper places emphasis on the organizational factors in each of presented concept. Four groups of organizational factors were extracted: culture, structure, management and processes. The value of this paper is that it is a comparison of the extracted groups in the selected concepts. The outcome of this work was the discovery that the organizational culture in each of the concepts was very similar, yet, the structure supporting self-organizing teams may vary in effect, starting from the project, to the whole organization. Still, the management and processes appeared to be very similar in the teal organization, holacracy and sociocracy. Moreover, agile project management was more similar to traditional organizations. The paper emphasizes the need for further research, in particular, in companies which have adopted the presented concepts.

Self-organizing teams, especially in the context of Agile Project Management are subject of interest in business and academia. Agile approach has roots in the IT industry and expending to other fields. One of the most dominant attributes of Agile approach is self-organizing teams. In the literature, self-organizing teams have been studied sine 50s of XX century and can be described by six dimensions: autonomy, communication, learning, team orientation, shared leadership and redundancy. Also, self-organizing agile teams can be characterized by existing informal roles like a mentor, coordinator, translator, promoter, champion, terminator. In the article, the author used a case study method for examining the above characteristics of self-organizing teams. As a result, the existing theoretical models can be useful in diagnosing the state of a self-organizing team. Further studies with more strict research methods are recommended to extend knowledge about the self-organizing team in Agile Project Management. K e y w o r d s: self-organizing teams, agile teams, agile project management J E L C o d e: J53, L22

Wraz z rosnąca popularnością zwinnego zarządzania projektami rośnie zainteresowanie tematyką samoorganizacji. Samoorganizujące się zespoły projektowe cechują m.in. wysoki poziom autonomii, zaangażowania w wybór i realizację własnych zadań, a członkowie zespołu sami przyjmują określone role zespołowe, aby sprostać realizacji projektu. Celem badań prezentowanych w tym artykule było poznanie obecnego stanu wiedzy, perspektyw i luk badawczych dotyczących samoorganizujących się zespołów projektowych. Posłużono się metodą systematycznego przeglądu literatury. Efektem opracowania było wyodrębnienie kilku grup tematycznych publikacji, takich jak: podejście systemowe, procesy i role, praktyki, przywództwo, rezultaty, bariery i wyzwania. Przeanalizowano także dalsze kierunki badań, które mogą pogłębić zrozumienie fenomenu samoorganizujących się zespołów projektowych.