Self-managed organizational models are reshaping traditional organizational paradigms by adopting radically decentralized structures that empower all members to share authority and decision-making responsibilities and pose significant challenges and implications for processes that have traditionally relied on conventional hierarchical frameworks, such as HRM. In this context, this systematic literature review aims to explore the implications for the HRM function arising from the introduction of self-managed organizational models. Our findings indicate substantial changes in the established implications of self-management — such as self-managed teams— for the HRM function. Self-managed organizations, characterized by radical decentralization and the distribution of authority among all members, highlight a trend towards humanistic and soft HRM paradigms, where HRM actors such as line managers and departments are typically diminishing, and responsibilities for designing and implementing the HRM function shift towards employees and self-managed teams. Consequently, by reinterpreting what has traditionally been referred to as "human resources," these organizations emphasize the importance of recognizing individuals as “just a person,” not a resource. These implications open new pathways for HR research within self-managed organizational models, offering essential insights for both practitioners and scholars. Such exploration deepens our understanding of the unique challenges and opportunities these organizations present, ultimately advancing knowledge in the HR field.
