Purpose The purpose of this paper is to explore how and when holacracy works for organizations. Design/methodology/approach The paper illustrates the idea by drawing insights from the case of Zappos and Gidley’s framework of future organizations. Findings The paper provides a balanced view on holacracy and how it can be beneficial for organizations. The potential of holarchical structures will be fruitful only if the structure-culture fit is achieved. The paper also highlights the lessons learned from previous implementations of holacracy and concludes with possible solutions for organizations. Practical implications The structure-culture fit is still a pertinent question especially when organizations are growing in size. Organizations need to address the intergenerational differences and core tenets of organizational culture while adopting flat structures to promote flexibility and individualization. New ideas and ways of organizing are therefore best treated as experiments guided by strategic vision and a defined direction. Originality/value The paper extends the existing knowledge on holacracy by applying Gidley’s framework and providing practical insights for practitioners in implementing holacracy.

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Purpose By applying upper echelons perspective to the choice of full or shared control entry modes, this study aims to explore the moderating effect of interorganizational network on the top management team (TMT) characteristics and entry mode choice relationship. Existing studies on TMT’s demographic characters’ influence on entry mode choice remains inconclusive. The implicit assumption in extant literature is that firms share similar network structural advantages. This study integrates the largely ignored, network structural concept with entry mode to show how firm-level decisions are the outcome of interaction between internal and external environment. Design/methodology/approach The interorganizational network is modeled using board interlock data. The moderating effect of network is modeled on network size, centrality of the firms and density of ties, considering tenure and international experience of the upper echelons. The hypotheses are tested based on a sample of 83 publicly listed Indian firms from 2012 to 2015. Findings The findings indicate that despite a high international experienced TMT’s preference of full control entry mode, the high central position of the firm can influence the decision against full control entry modes. However, the choice of full control entry mode is also enhanced by the density of firm’s network. Similar evidence is also observed with tenure variable as well where the moderating variables showed a trend toward influencing the entry mode choices. Originality/value Thus, this study attempted to reconcile the inconsistencies prevalent in the relationship between TMT variables and choice of entry mode by introducing the contextual factor of interorganizational networks.