Supervisors: Birte Asmuβ & Jakob Lauring
Discussants: Winni Johansen & Anne-Christine Rosfeldt

Abstract
Studies of self-managing organisations (SMOs) advocate for the decentralisation of authority in the name of increased employee participation, emancipation, and empowerment, particularly in regards to decision-making practices. Yet, critical studies of which employees are included and benefit from these less hierarchical organisational structures and who become excluded and miss out on the benefits of decentralised authority are lacking. To address this, this paper adopts a Communicative Constitution of Organization (CCO) perspective to study the emergence and negotiation of authority in SMOs. By analysing ethnographic data, the findings indicate that even though the decentralisation of authority in SMOs holds the potential to empower more employees to participate in decision-making practices it likewise holds the potential to exclude especially introverted employees.  

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